Why does the Net Promoter scale go from zero to 10? Why is passive not the same as neutral? Rob Markey answers these questions and others in this episode.
The goal of the Net Promoter System is to create a culture that encourages employees to bring energy and creativity to their jobs.
Developing that kind of culture requires inspiring leaders. We’ve all seen those people who seem born to be leaders. They have an uncanny knack for motivating the people around them. They show gratitude and connect with people in authentic ways.
You might chalk it up to charisma or a rare innate gift. While that might be true, it’s possible that they studied their own behavior and learned how to mobilize the best qualities of their personality.
In this episode, Rob Markey talks to Bain Partner Mark Horwitch, who has been studying what makes a leader inspiring. He says it comes down to 33 qualities. Most of us have some of them, but none of us have all of them. He says that when we know our strengths, we can develop them into true leadership assets.
Learn more: How Leaders Inspire: Cracking the Code
The team huddle is the part of the Net Promoter System that connects the inner loop to the outer loop. Rob Markey discusses why regular get-togethers—often daily or weekly—are a critical element of the system.
It’s a question just about every manager wrestles with: How do I get my employees to do what I want them to do? How do I get them to be more empathetic to customers? To take feedback and make meaningful changes?
Obviously, fair pay is essential, but there’s far more to it. After all, motivating people requires tapping into deep emotional needs for autonomy, purpose and affiliation.
In this episode, Rob Markey talks to Daniel Pink, author of the 2011 best-seller Drive: The Surprising Truth About What Motivates Us. In the book, Daniel breaks down the scientific research on motivation and explains why simple carrot-and-stick approaches rarely result in the behaviors that companies want.
Recommended reading: Your Best Employees Work for Love, Not Money
The Net Promoter Score is a simple measure, but building a process and culture that results in deep customer relationships can be very complex. In this episode, Rob Markey answers listeners' questions on everything from competitive benchmarks to best practices for following up with customers.
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?
Ride-hailing companies disrupted the traditional taxi and limo industry by offering unprecedented convenience. But less has been said about the customer experience at these fast-growing companies, which typically allow customers and drivers to rate their interactions. After all, these companies rely on thousands of independent drivers in markets across the country.
I recently had the pleasure of speaking with Mary Winfield, vice president of customer experience and trust at Lyft. She says that her company strives to create a culture of respect with drivers that empowers them to make authentic connections with passengers. The company does that by offering services that help drivers get paid quickly and resolve problems faster. Mary also makes time in her schedule to interact with customers and drivers. She shares more of Lyft's service philosophies in this episode.
In this short episode of the Net Promoter System Podcast, Rob Markey explains how a customer advocacy office, or CAO, can be a focal point for learning about—and improving—the customer experience.
A customer advocacy office can serve as the project management office that coordinates product development, marketing and other functional groups in the organization to focus on the customer experience. Net Promoter provides the methodology and the tools; the CAO is the arm of management that puts the methods and tools to work.
Most companies that serve other companies solicit feedback, often in the form of quarterly or semiannual satisfaction surveys.
The Net Promoter System in a B2B setting also solicits feedback from customers. But that’s where the similarity to conventional methodologies ends. This system’s twin goals are to foster customer engagement and build strong client relationships. It isn’t so much a survey method as a means of facilitating relationship-enhancing conversations. It helps sales reps and account managers get involved in solving customers’ problems. It shows marketers and product designers and service engineers ways to make the customer’s experience better. The feedback it provides is continuous: It offers granular insights into what is troubling or delighting any given customer at any given time.
In this short episode of the Net Promoter System Podcast, Rob Markey discusses how the system can facilitate relationship-enhancing conversations.
Learn more: Get Real Feedback from Your B2B Customers
How do you get the best out of employees? Scripted interactions and oppressive rules are never the answer. The best companies hire the right people and set the right expectations, and they trust their employees to use their judgment to make customers happy. When executives step back, employees provide more authentic and empathetic service.
Former Disney executive Lee Cockerell returns to the podcast to share his tips for striking that balance between loose and tight control. At Disney, Lee ran a operation with tens of thousands of employees who were spread across a huge physical space and ranged across a multitude of operational and service functions. What does it take to create a magical experience on that scale? Strong hires, high expectations and trust.
If you missed Lee's first interview, you can check it out here: At Disney, the Show Must Go On
What do you call the space between you and your customer? According to Dayton Semerjian, that's where you'll find the true value of a customer relationship. Dayton is general manager of global customer success and support at the IT services firm CA Technologies.
CA's customers tend to be large companies, and the decision to buy its software and services is usually made by big groups of people armed with heavy analysis. Customer relationships can be very complex, involving many internal teams that handle sales, implementation and tech support.
It’s not that uncommon for some customers to feel like they've fallen through the cracks in situations like these. In this episode, Dayton shares what it takes to earn promoters in complex client relationships.
Learn more: Do Your B2B Customers Promote Your Business?
Hotels didn’t always give out free toiletries. It wasn’t until the 1970s, when a Four Seasons hotel in London first started offering shampoo in showers that other hotels started following suit. And Four Seasons has been setting high standards for luxury travel—and hospitality in general—ever since.
Barbara Talbott, former chief marketing officer at Four Seasons Hotels and Resorts, shares how the company grew from a small chain to a global luxury brand during her two decades with the company. She left to start GlenLarkin Advisors in 2009, and now shares her keen sense of customer experience with other companies.
Employees need to see the fundamental connection between the work they do every day and its impact on customers. They must experience firsthand the deep satisfaction of earning their customers’ heartfelt gratitude and loyalty. If they don’t, then their jobs are just jobs—they may do as they’re told, but they won’t bring much energy, enthusiasm or creativity to the workplace.
In this Net Promoter System Podcast short, Rob Markey explains how companies can create an environment where employees bring their best to work every day on behalf of the company.
Learn more: Energetic, Enthusiastic and Creative
To close the loop is not only to let customers know that you have heard their feedback but also to bring the customer’s voice right inside the organization. Employees get a direct line to the people they are serving. They see and hear how they are creating or destroying loyalty and what they can do to improve the customer experience.
In this short episode, Rob Markey explains why this step is a central element of the Net Promoter System.
Learn more: Closing the Loop
Creating a pilot or prototype is an essential part of designing a robust Net Promoter System. These small-scale efforts allow a company to experiment with the system's essential elements, helping the company to create an effective program it can expand to other parts of the organization. In this Net Promoter System Podcast short, Rob Markey shares some best practices for prototypes.
Learn more: The Value of Prototypes
A number rarely tells the whole story. That's why leading Net Promoter companies ask customers to discuss their experiences in their own words.
Bain Fellow Fred Reichheld returns to the podcast to talk about the shortcomings of multiple-choice surveys, the power of verbatim feedback and some common customer service myths.
Some people have a knack for forming genuine human connections whether it's with customers, colleagues or employees. They have a gift for making people feel special. The ability to speak with authenticity and authority might come natural to some people, but it's a skill that can be learned, says Jordan Harbinger, cofounder of The Art of Charm, a program that teaches people how to improve their social skills. Why should this matter to Net Promoter companies? These skills are critical to delighting customers and engaging employees as Jordan explains in this episode.
Recreating the same customer intimacy that an individual shopkeeper can provide is possible for large organizations if they have an operational infrastructure that can foster high-quality interactions on a bigger scale. Rob Markey explains how in this Net Promoter System Podcast short.
In the US, we're used to seeing sale signs that tout 40% discounts. However, consumers in China are more likely to see signs that promote the percentage a customer will have to pay after the price cut. This seemingly subtle shift speaks to the underlying motivations that inform a customer's buying decisions, says Angela Lee, a consumer psychologist and marketing professor at Northwestern University's Kellogg School of Management. In this episode, Angela discusses how culture and emotions influence brand loyalty and buying choices.
Have you ever found it hard to tell an employee that his work simply wasn't cutting it? Maybe you were afraid of hurting the employee's feelings or creating tension, so you decided not to say anything. Kim Scott, an executive coach and former Google executive, considers these situations missed opportunities for growth. She argues that honest criticism that's shared with sincere concern can empower employees at every level of a company. In this episode, Kim discusses her Radical Candor framework and the power of saying what you think.
It's a scenario that we routinely face: a company starts off using the Net Promoter System with great enthusiasm, gets a number of quick wins and then hits a wall. They inevitably ask themselves: "What are we doing wrong?" My colleague Aaron Cheris, one of the chief architects of Bain's Net Promoter System, gets this question a lot. So he helped craft an assessment tool that allows companies to measure their efforts in a straightforward and quantitative fashion. His premise was simple: find out what Net Promoter leaders are doing and work backward to understand why their results are so stellar. In this episode, Aaron discusses how companies use the assessment tool and what Net Promoter leaders do differently.
Maurice FitzGerald, the recently retired vice president of customer experience for the software business at Hewlett-Packard Enterprise, has been happily married for more than 25 years. But one Valentine’s Day, he had an epiphany about why some couples stay together for the long haul and others don’t—and why that knowledge is so critical to improving an organization’s customer experience. Maurice shares those insights and others from his Net Promoter experience at HP Enterprise in this episode.
Under Jack Brennan's leadership, Vanguard became an early adopter of the Net Promoter System. With it, customer loyalty became core to how the investment company operated. Jack pushed employees to ask "Are we doing the best thing for the client?" until the question became second nature to them. The goal was always to keep clients for life and to never take on a client they couldn't keep that long. In this episode of the Net Promoter System Podcast, Jack shares some of the practical lessons he learned from his experience at Vanguard.