Moving from survival to building influence and shaping the future

Moving from survival to building influence and shaping the future

 This week Carl is joined by Deb Corless, one of the founders of the CX movement in the UK to discuss the unfolding impacts of the Covid-19 crisis. This wide ranging conversation raised some interesting issues for people working in customer and employee experience who are concerned about future direction.

Some of the questions addressed in this session

  • How will pre crisis perception of brands hold up over the coming months?
  • Are some companies relying on people’s short memories to survive?
  • Do you pass the transparency test especially in respect of monetary interactions?
  • How well do companies understand and deliver to core needs?
  • Is employee experience too attached to customer experience?
  • Developing new ways to stimulate coincidental meetings and new relationships?

The session finishes by looking at the need for maintaining adult to adult relationships, trust, and transparency during periods of change and downsizing. Advice on how companies can navigate a successful route through the coming months and years while looking after themselves and others.

ExperienceCast bringing you a different perspective on familiar challenges and opportunities.

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Switching off at work

Switching off at work

Switching off at work

Are you allowed to?  Should you?  Can you?

(By the way, it has probably the best ROI of all time)


Companies spend huge amounts of time and money on culture programmes and initiatives, chasing an ROI built on getting people ‘to do the right thing’, increase engagement or commitment. Some are more effective than others, but the basic premise is undeniable. Increasing the effectiveness of your people provides an uplift in performance that even the best technology providers can only dream of. Indeed, technologies that reduce the number of people you need, only increases the importance of those that remain.

We’ve been studying the evolution of people at work throughout the customer and technology revolution of the last two decades and now see the rising awareness of employee wellbeing and mental health. It comes as no surprise to those who have been, and continue to be successful, that these factors are connected.

The shortcut to developing effective people uses, rather than battles with today’s connected, knowledge rich, time poor environment. The focus moves from assumptions on shared values to individual preferences and motivations, and how they align to a collective goal. Don’t ditch your culture programme but evolve its delivery and, more importantly, transform its effectiveness.

All good shortcuts allow us to use different elements of the environment to our advantage. Designing a shortcut requires us to evaluate what we need and where we need to get to. It allows us to develop an understanding of the limitations and opportunities the landscape provides.

Working with people is like designing a shortcut. The limitations and opportunities are based around time, engagement, wellbeing and permissions. Then it’s a case of assessing the options that work for individuals and building them into effective groups.

For example, some people need time to consider their options, others to work through the impact on their emotions. Analytical thinkers need to take a moment to cool the circuit before the next deep dive into data. Unless of course we discourage them because our best work develops through a consistent and logical progression.

Working on the four themes does not entail huge amounts of time, as new behaviours, mindset   and improved concentration starts to come naturally. The increase in performance will be immediately visible in monthly and quarterly reporting. The effect on employees can be measured through reduced absenteeism or presenteeism, but mostly witnessed in energy and smiles.

For more information on workshops and guided short courses that can help you and your people increase personal effectiveness go to

Engaging a generationally diverse workforce

Engaging a generationally diverse workforce

Our guest panelist:

  • Pat Osborne, Transformation Manager at LV= Insurance

It’s just as tempting to segment our employees as it is our customers. But in today’s connected workforce, this is not only inappropriate – it is ineffective.

Why? Because whether we are a customer or an employee, we increasingly want our experience to be personalised.

The more we segment, the more we lose focus on the specific needs of individual people. And as soon as this happens, we run the risk of these individuals becoming disconnected.

One way to achieving this at scale is to engage meaningfully with line managers, and give them the power to personalise employee experience. Line managers should instinctively know what individual employees need and expect – if they don’t, they’re not listening effectively. We also need to be conscious of other key influencers who are not part of the formal management structure, especially in a connected or social community-driven environment.

If we are to engage a generationally diverse workforce, we need to truly listen to individual needs, respect difference, and allow employees to do things in different ways. The benefits to the organisation are likely to be increased loyalty and trust, and access to invaluable information about how to improve the business as employees become more confident in sharing their knowledge internally.

Thank you to Pat Osborne for sharing his insights on this week’s ExperienceCast, and also to all those people who shared their questions and comments during the session. We very much appreciate your input.

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Photo by Tyler Nix on Unsplash