Leadership

Leadership

In the last installment, we said:
If actions do not spring from a set of strongly held beliefs or principles, then the actions cannot be sustainable.  They will lack the impetus and drive for continuity because they are not based on any real conviction in the minds and hearts of leaders.
Why?  This is because leaders are the drivers of change.  When leaders stop pushing, things stop moving.  Leaders do not push (sustainably) anything that is not etched in their hearts and minds as vital.
That being true, one of the key responsibilities of anyone charged with customer experience transformation is to gauge the customer experience convictions of leaders.
Simply asking organisational leaders, “Do you believe customer experience is important?” won’t really help you.  You are likely to get a positive answer each time.
The importance of the customer experience to a leader is not gauged by whether they say customer experience is important to them.  It is gauged by the leaders’ track record regarding customer experience related decisions that matters.
Looking at this track record shows you the real gauge of customer experience importance to your leadership. You may then assist your leadership to migrate the gauge of their conviction on the importance of customer experience to an acceptable level through executive customer experience education.