By Jo Causon, CEO, The Institute of Customer Service As lockdown measures ease and we begin the mammoth task of rebuilding our economy and society, increasing questions are being raised as to how the world will – and should –…
As lockdown measures begin to ease, leaders are facing the fresh challenge of when and how to bring their workforce back into the business.
As lockdown measures begin to ease, leaders are facing the fresh challenge of when and how to bring their workforce back into the business.
As lockdown measures begin to ease, leaders are facing the fresh challenge of when and how to bring their workforce back into the business.
As the saying goes, necessity is the mother of invention – and as businesses continue to face the enormous challenges brought about by the Coronavirus pandemic, this has never felt more relevant.
We should recognise that the crisis also brings with it a unique opportunity to re-set and restructure our organisations in a way that meets a wider set of objectives to purely the financial ones.
Organisations must take the time to gain absolute clarity over who they are serving and how they are serving them - and use this as a central pillar around which to rebuild.
As we tackle the intractable challenges ahead, it is the job of leaders to remain focused – and ensure that in dealing with short-term decisions, they do not lose sight of their long-term purpose.
Coronavirus has taught all of us that commercial imperatives cannot be all that drives our decision making. Evidence shows that where the board takes responsibility for customer experience, employee engagement increases and levels of customer satisfaction rise. Ultimately in the longer-term higher levels of performance emerge.
The importance of customer service has been thrust into the forefront by this crisis. I think the results reflect that brands may have been benefiting from a period of tolerance from customers, but this may diminish as time goes on.