You can’t manage what you can’t measure -- Peter Drucker

Our CLIENTpulse team is focused on delighting our customers. How do we know if we’re delighting them? We measure it.

Client satisfaction is so key to any client-centric business that it’s an ideal measure to use when building goals for your team.

Think about what measures are best in your business for determining client happiness. For instance:

  • Overall client happiness index (CHI), or whatever satisfaction index you use.
  • The rating clients give you on their likelihood to recommend you to colleagues or acquaintances.
  • A particular metric from a recurring question you choose to send via surveys.

Then consider what number you want to shoot for. Are you putting more time and energy into client satisfaction? Then you should aim for a number that’s higher than your historical average. Or maybe you’ve been doing a great job and want to maintain that performance. Then, selecting your baseline and focusing on staying at or above that number is the right move.

Once you’ve figured out the ideal measure and number to shoot for, roll that into each team members’ objectives. With everyone sharing the same goal you’ll have your entire team focused on meeting and exceeding client expectations.

Enjoy Objectivity

Remove “I think…” and “I feel…” from performance reviews. The great thing about using client survey data to rate team performance is that it’s objective. No one can argue with responses. Employees know exactly how they are performing and managers are easily able to assess performance.

Just remember, this only works if you keep on measuring client satisfaction. You’ll have nothing for your employees to work towards if you don’t keeping surveying clients.

Client: Marketing Agency
Challenge: How to know if account managers need support
Story: Our CLIENTpulse customer wanted to differentiate himself by being the most creative agency in town and the one with the best service.

When he got CLIENTpulse plugged in, he created segments by Account Managers, making it easy to see whose clients were the happiest and who suffered from dissatisfaction.

By filtering results by Account Manager segments, he quickly saw one Account Manager struggling. It was the most junior manager, a recent hire. Our client wasn’t surprised. Rather, he was disappointed with himself for not doing a better job of training and educating his newest employee on service expectations and the agency’s resources.

He set out to turn things around. He developed better onboarding and resource guides for all the Account Managers, and personally coached the new hire to revamp his service approach.

By the time the next batch of client surveys rolled along, our client had a solid process in place to educate all new employees. And, the junior employees’ clients had the same satisfaction levels as those of his more senior peers.

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