Posted by Andrew McInnes on October 3, 2011
I just added up the time that I spent last week having frustrating interactions with companies as a customer: 1 hour and 10 minutes (roughly). I owe most of that to my wireless carrier, but a few other companies also made generous contributions. In each case, I ended the interaction feeling worse than when I’d started — edgier, tenser, and more negative in general. It’s not as if I could turn those emotions off either. Petty though they were, they lasted awhile. How did this affect my subsequent interactions with co-workers, friends, and family? I don’t know exactly, but I’m sure it made them at least somewhat worse. And the impact rippled out from there.
Not surprisingly, I’m not the only one feeling the social effects of bad customer experience. In a recent poll from the UK’s Universal Channel, Brits reported spending an average of 1 hour and 19 minutes per day feeling angry.* The most frequently cited reason was bad customer service. Actually, many of the top 10 reasons relate to customer experience — some, like the last one, are just funny. Take a look:
I don’t advise organizations to invest in improving customer experience because it’s the right thing to do socially. I advise that they do so because it will drive long-term financial success. But what really helps me sleep at night is the knowledge that improving customers’ experiences is actually improving customers’ lives. It’s creating less irritation and more happiness. No rationalizing required — it’s just true (or else you’re not doing it right).
I encourage you to think about the human impact of your work as well. How will your current project or initiative make the lives of your customers (or employees) better? How will that affect the ripple out into the world? This line of thinking may not help you get funding for your next big idea, but it will help you see the good in what you do. That’s powerful in itself.
*The first article I came across on this UK study was from a clinical psychologist. His recommendation for dealing with little irritants like bad customer service: Don’t try to avoid “sweating the small stuff.” Instead, learn how to complain effectively. Of course, that has implications for customer experience leaders too . . . especially if your customers take the author's advice.
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