“When it comes right down to it, the only point of differentiation left today is the customer experience itself,” wrote Bill Carmody in a 2016 Inc. magazine article. Are you able to define your client experience? It’s the product of the interaction between you and your clients over the duration of the relationship.
At Gibson, our client experience is based on the following:
- We know you. We understand what makes your organization unique. We know your strengths and differentiators. We learn what matters most to you.
- We are your expert guide. We are a trusted advisor, bringing our knowledge and capabilities to you. We create a roadmap to help you reach your goals.
- We are on your side. We are your advocates. We support you and work hard on your behalf, protecting your interests.
An article in Harvard Business Review by several McKinsey consultants entitled “The Truth About Customer Experience” suggests the benefits of focusing on the entire client relationship are significant:
In our research and consulting on customer journeys, we’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction.
It probably comes as no surprise that a rapidly growing number of companies are adding a leadership role to focus specifically on the client experience. A 2016 IBM study of 600 companies showed a much greater number of the financial outperformers invested in a senior experience or “X” role for five years or more versus the underperformers.
But what about the experience of those charged with delivering your client experience? The same IBM study showed the financial outperformers reallocating their budgets to make the employee experience a priority.
A line from the title song of Jimi Hendrix’s 1967 debut album asks, “But first, are you experienced?” Many organizations desire front line employees to deliver an amazing client experience without receiving a matching employee experience. That type of disconnect is like making a major investment in the latest technology but continuing to use dial-up internet service.
At Gibson, we don’t always get it right – with our clients or our employees. But we do appreciate that our role in the employee experience is really not any different from our role in the client experience:
- We know you. We understand you are unique. We know your strengths, differentiators, and motivators. We learn what matters most to you and where you want to go.
- We are your expert guide. With your help, we create a roadmap for your career goals and aspirations. We help you navigate learning opportunities and cultivate meaningful experiences so you can reach your potential.
- We are on your side. We are passionate about our ownership culture at Gibson and you are part of that. We support you in your work and wellbeing.
What’s The Risk?
If you’re already focused on delivering a great client experience to an evolving and increasingly demanding client base, you’re halfway there. However, if you aren’t quite hitting on all cylinders, you probably need to look inside your organization. When the investment and energy you’re putting into your employee experience doesn’t match what you’re doing for your clients, you’re going to have a problem.
The good news is you probably know how to fix it. You can apply the same winning formula from the client experience to your employee experience. If your employees feel the brand promises you are selling in the marketplace, they are better equipped as brand ambassadors to deliver on the promises to your clients.
What’s in it for you? Your employees will be more satisfied and you’ll have less turnover. Your clients will have a markedly better experience, leading to longer relationships and improved profitability. And isn’t that the experience as leader you’re looking for?
