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Let's Ruffle Some Feathers |
You're reading CXPRESSO, the weekly email for brave CX leaders who want to score buy-in, spur executives to action, cultivate customer-centric culture, and wrench funding from the jaws of budget cuts—without begging, arguing, or feeling like a deep-fried politician.
Each issue contains one tasty shot of CX leadership java—because ideas are like caffeine and who doesn't need a pick-me-up when you open Outlook on Monday morning? Tell your boss it's "professional development."
WARNING: Contents may be hot.
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Your Barista: Dave Seaton, CCXPFounder of Seaton CX, award-winning customer experience consultant, leadership philosopher, keynote speaker, and fanatical Wordle ninja. (The best starting word is CREST—trust me!)
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☕️ Today's issue is brought to you by
Aircall and our Skills Assessment & Development Template for Support Teams to make this fundamental part of scaling your team hassle-free. ☕️
☕️ And by my free Journey Map Review where we'll spend 45 minutes reviewing your customer journey mapping initiative and I'll recommend your next best action for improving your map. ☕️
Today's issue takes about 2 minutes to read.
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#17: How to make executives care about your customer journey map |
If you want your customer journey map to drive change, then connect to leaders’ emotions.
We all know that humans make decisions emotionally and justify them rationally. But how do we use that knowledge to get Cliff in Finance to look up from Excel and give two spreadsheets about your customer journey map?
Tap into the 4 compelling emotional reasons for change.
Sandler, the world’s top sales training organization, teaches that people don’t buy something without a compelling emotional reason. If you want your organization to change—to “buy” the actions your journey map recommends—then you must connect emotionally to the decision-makers.
Sandler teaches there are 4 reasons that people make a decision to buy.
- Pain in the present. This is the strongest reason—it’s easy to sell aspirin to a person with a headache. People will eagerly engage with your journey map if you can show them how to solve their present pain. For leadership, that’s usually financial pain (churn, lackluster sales, rising costs) or operational pain (escalations, fire-fighting, chaos).
- Pleasure in the present. The dessert tray at a restaurant promises instant gratification. People will accept a change if it
brings them immediate pleasure. Can you boost employee morale? Make a leader look like a hero? Bring silos together?
- Pain in the future. People will buy to avoid pain in the future. It’s why we purchase insurance—the thought that if something bad happens, it will be less bad because we bought a policy. Can acting on your journey map mitigate risk or prevent something bad from happening in the future?
- Pleasure in the future. The weakest of the four, pleasure
in the future is still a reason people buy. Imagining future bliss leads them to save for vacations, invest in their 401(k)s, or blow $18,337 on Taylor Swift tickets.
If you want to drive change, do a little stakeholder analysis on your executives. For each one, what compelling emotional
reason do they have to care about your journey map?
Customer Journey Map Review
Want a little help with your map? I opened up a few more spots for my free journey map
review. We'll meet on zoom for 45 minutes and walk through your customer journey map together. Bring what you have, even if it’s not complete or perfect. I’ll share the 5 elements every journey map should have and recommend your next best action for improving your map to create customer empathy and catalyze change.
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