Secil Watson, Margaret Gould Stewart

Two wonderfully rich, dense presentations. I’m not sure I can get everything or even somethinggs into this blog. My noes are packed, scribbled, and diagramed.

Secil Watson told the story of installing and growing the CX discipline at Wells Fargo.

Establish Crediblity

• Make CX a partner at the Table
• Be successful at a highly visible project (she was taked with raising some sales figures, and did so by redesigning the home page.

Establish the competency

• Everyone must know the CX mission, with a shared vocabulary, methodology
• Create a team mission statement, hers aligned business strategy ad Customer experience
• Partiipate in a consultative role. example given of a stakeholder saying: “Look, can you do something like [this competitor]?” INstead of saying, sure, we’ll do it, say “I like that you’re thinking about this but I’m a little worried that you have a solution inmind before we’ve had a chance to approach the problem. Let’s identify the real problem and see how we can do right by our customers.”
• Clear UCD Methodology (she had a kick-ass slide here)
• Personas: based on ethnography & quantitative inormation
• Prove the value of CX
• Kick-ass ROI modelling slide here. heat maps of sites and task mapping of user experiences in both Financial and other contexts

Champion CX institutionally,

• manage insights: get the most out of your research and make sure it is actionable
• Ask the right questions
• Make sure your insights are relevant
• bridge gaps between disciplines
• Translate your findings into the team training, team goals, and team values

Margaret Gould Stewart, Google

Manager as a tailor:

• custom fit
• Assume 1 size doesn’t fit all
• multiple fitings
• accentuate your best features
• wok tirelessly to make others look good.

Most people want:

• Understand their position
• Get feedback
• Get coaching
• Manager as an advocate
• Recognition for work

Don’t assume what works for you, or what worked at your last job as a manager will work for your current position.

1. Find your strengths > Self Awareness > assessment tools
2. What does the team need? > Needs Analysis >
3. What is hard for you to provide. > “Super Friends” Leadership model > Surround yourself with the people who can fill your gaps.

It’s hard, and we oten lack the tools, (the language) to approach it.

Tailoring:

1. Don’t just tolerate difernces, value them
2. Allow different expectations
3. Allow everyone to be transparent about their strength
4. Draw on the whole team.

For managing up: Engage peer groups and let ideas perkolate, use yourself as a guinea pig/example.