How are CX and EX being shaped by coronavirus?

How are CX and EX being shaped by coronavirus?

Register for our next session on 16 April 13.00-14.30

Last week we invited a cross-industry team of CX and EX professionals to talk to us about what they are finding so far. Our QoE online discussed focused on four questions:

  • How are different industries being affected?
  • What are we doing now that we know will be temporary?
  • What do we think will become a permanent change?
  • To what extent do we think that customer and employee expectations will return to ‘normal’?

The panel

  • Stewart Bromley, Chief Operating Officer, Financial Services
  • Jonathan Cann, Customer Relationship Management, Technology
  • Jo Kennedy, Customer Service, Health Insurance
  • Carl Lyon, Managing Director, The QoE
  • Katy Pearce, Head of Customer Experience, Telecoms
  • Rob Phillips, Customer Experience, Construction
  • Tony Reeves, Digital Lead, The QoE


Reflections from the discussion and related conversations

 We are a group function so we can continue doing our jobs, but there is a huge weight on the shoulders of many employees. This can make it more difficult to talk about next year’s strategy and campaigns, as well as other aspects of a business that would normally be important but now seem less so.”

 “What we’re experiencing is likely to be the ‘new normal’ for at least six months, perhaps longer. Once people have got used to working from home, the next big challenge will be supporting staff mental health.”

 “People are making extra efforts to be productive and keep going, but there are questions as to how sustainable this will be as time goes on. We’re already having difficulty in contacting some smaller business customers to evaluate their changing needs.”

 “We’re having to make the difficult decision to let staff go where aspects of a business have dried up, but making use of government schemes to sustain employment wherever possible.”

 “Flexibility is paramount. We’re sustaining business as usual but from our front room. We have to expect kids walking into meetings, we have to be flexible around working hours so people can work in the evenings.”

 “Companies are taking a temporarily different stance to their customer, eg from a sales to a support company. Some businesses are realising that they can’t sell their core product so are switching to a more service-orientated model, eg offering deliveries.”

 “Everyone is feeling the change in their personal lives and witnessing the effect on others. But you also get a sense that some business sectors are still insulated from the full impact and that this will come as a shock in the coming weeks.“

The overriding view at the end of the second week of official work at home shows that companies are in survival mode. It will be interesting to see if this has changed when we have our next session on Thursday 16 April.


Employees are under a highly visible mix of pressures, personal, professional and financial. Many companies are responding to the situation with a variety of positive actions that were unthinkable only a few weeks ago. The next few weeks, possibly months, will be crucial as stress increases on frontline managers, and leaders will be tested to the limit. But so will the employees. We’re already witnessing a marked difference in performance between natural problem solvers and those needing constant support and advice. We are seeing companies setting up a Whatapp groups for teams that are specifically not work-related to provide an outlet for office banter. Will this usher in a new coaching management style that companies have been desiring for so long?

Inevitably employee expectation will change and there is already a healthy debate on how the future of work will look and feel. But at present the new ways of working are, on the whole, harder and more stressful, so the desire to get back to normal is strong.

From a broader perspective so many good things are happening around the world in terms of enhancing communities that people may not want to return to normal and go back to the daily grind.


Increased volumes of stressed customers, combined with reduced capacity to service their needs has been described as the perfect customer experience storm. Customers are, on the most part, aware of the challenges companies are facing and acting with restraint or even compassion, particularly towards call centre staff. The scale and visibility of the issues is a huge mitigating factor.

Businesses are taking different approaches to customer measures such as NPS. Some have suspended them, others are celebrating an uplift in the crisis. Some have the view that they will take a nose-dive because people are a bit depressed, or they might rise because customers are impressed with the service provided at a difficult time ….‘If it wasn’t for you…’ It will be interesting to see if measures fluctuate as much as is predicted, and what they might mean for customer experience in the future.

All are witnessing changes in customer behaviours. An increased use of voice channel is inevitable. But we mustn’t ignore customers who are finding new ways to use their digital devices. Video calls, online ordering, bill payment, education and social sharing will become the new norm. This could present companies with the perfect opportunity to nail self and assisted service.

The basics of customer experience are still the same. If you have customer loyalty to a company, and that company does something great, customers will talk about it. And more conversation could well drive more sales.  ‘Will it last?’ is likely to depend on your next action as a business.

The future for businesses

Most businesses are very much in a here and now mode. The few that are talking about the future are also looking at driving change now. Different ways of working are demonstrating advantages and how problems can be overcome. As the weeks pass, people will be finding new ways to solve existing problems. Processes can be reviewed and modified, technologies adopted, and others dropped. Companies will be looking at using employees in different ways, and for different tasks. New skills and capabilities will be uncovered and put to work.


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Photo by Edwin Hooper on Unsplash

Working from home in a crisis

Working from home in a crisis

Working from home is great and productive for many but having to work at home during a period of crisis can be a very different proposition and present unique problems. There are of course also opportunities for those who can adapt quickly.

The current coronavirus crisis is bringing this to the fore but there are many other times, during transport issues or numerous other unavoidable crises, when working at home becomes necessary. In some of these situations, the company may be under financial pressure and the future uncertain but it’s often during those times that our instinct is to come together. Teams become more creative in solving problems and deploying solutions with great speed and efficiency. Reputations are built.

The challenge is to duplicate this heightened state while working separately at home. Different approaches need to be established quickly for

  • Team relationships and motivations
  • Sharing knowledge, experience and ideas
  • Consensus building and decision making
  • Maintaining trust and focusing on deliverable outcomes

Plus when working at home for a long period under any circumstance, a whole range of problems can be confronted, such as

  1. Limited access to information
  2. Finding an appropriate space to work
  3. Regular interruptions from family members (and pets)
  4. No time to wind down on the journey home
  5. Little social interaction
  6. Motivation and focus
  7. Constant distraction from notifications
  8. Changes to physical activity
  9. Different expectations from management

Let’s tackle each of these in turn and highlight considerations for crisis situations.

1. Limited access to information

Due to data protection and security, it’s quite likely that information easy to access in the office, won’t be so easily accessible at home. Existing remote workers may have VPN with secure connectivity to office systems, but this may take time to establish for new home workers, even if the problems only relate to lack of hardware or permissions. One way around it could be to use a buddy system. Those still in the office could set aside time to review information and send advice based on the data available there. If it comes to a point when no one is at the office, it may be that companies need to set up key workers to act as knowledge and data brokers.

In a crisis

Timely access to information is a vital safety net that protects the quality of decision making. The need for speed can lead to gut reaction, so maintaining access is vital.

IT will be under even more pressure to provide upgraded connections and may also be asked to re-evaluate risk factors. This can lead to conflict and the start of the blame game that becomes a downward spiral. Communication is therefore key and good people skills are increasingly important. The upside to buddying systems is the increase in collective working and trust.

2. Finding an appropriate space to work

Working on the sofa is fine for a day or two, but any longer and people can start to experience physical discomfort. It can also highlight the difference between office and home workers and can be detrimental to team dynamics. To minimise the problem, it’s important that home workers are encouraged to create a clear space to work easily and effectively.  Finding space for a second screen and laying out documents as in the office will help, particularly in keeping as professional as possible an image to colleagues if video conferencing is used.

In a crisis

Creativity and teamwork are essential but can put pressure on the home worker. Replicating the office helps to reduce the stress of a strange working environment. Where possible, providing extra screens, PC accessories, even tables and chairs if space allows, can be a good plan. Funding increased broadband access to allow ‘always on’ video links etc, can make a real difference.

3. Regular interruptions from family members (and pets)

For temporary homeworkers this is often unavoidable. Partners and children may need to walk past or even be in the same room making it very difficult to focus and frustrating for the homeworker – and their family. It’s important to encourage employees to set clear expectations that even though they’re at home, they’re still working. Just as it is for employers and managers to set clear expectations on when homeworkers will not be available. Expectations must also be realistic. A two-year-old can’t be expected to understand, and pets will do what pets do. So it’s important to establish an etiquette. It may be agreed that older children say hello to everyone then go back to what they were doing, and pets can sit on owners’ laps. All this helps to build mutual respect and trust, not only with the employee but also their family and friends, leading to deeper relationships when employees return to work.

In a crisis

With careful management working at home can add a sense of reality to discussions and decisions, especially on customer and employee related issues. The ability to see things from a different perspective can be to everyone’s benefit.

4. No time to wind down on the journey home

For many people, the journey to and from the office is the time to switch into and out of work mode. It might be valuable me time to listen to podcasts or music, catch up on emails, enjoy the silence, sleep or read a book. But working at home requires a sudden switch between work and home mode and this can be challenging. Employees should be encouraged to take an hour to decompress at the end of the day, consider going out for a walk or even go for a drive to wind down.

In a crisis

Many may start to suffer quite quickly from fatigue or burn out. Concentration reduces and mistakes can be made. Working at home can exasperate the problem with the added effect of re-bound reactions from family and friends. Good managers should be able to pick up the signs but if this is not their core skill, or the employee is new to them, help should be sought from others.

5. Little social interaction

Having a day at home gives a break from the noise of the office. But those at home for more than a few days can quickly begin to feel isolated with no opportunity for casual conversations with colleagues. To help the feeling of connection, consider introducing a quick team video conference at the start and end of each day. Some will even keep a video conference room open, even though nobody is talking, just to feel ‘in the same room’. If instant messaging is used, creating a casual chat channel and setting aside some time each day to interact about non-work issues can also help to replicate some of the social interaction that happens in the office.

In a crisis

Socialising opinions and sharing ideas is vital and contributes to the feeling of energy and commitment. Imposed home working can be a problem in this regard so every effort must be made to mimic working relationships. Understanding different personalities is crucial. Giving reflective employees time is easy but collaborative thinkers also need support, just as it would be in an office environment. People orientated employees will continue to need ongoing interaction with others to be effective.

6. Motivation and focus

Some people are highly motivated in the office, but struggle to motivate themselves when working at home. Employees and managers need to spend time thinking consciously about the things that can help and hinder productivity.  Some work best when there is a deadline.

Consider scheduling tasks so that everyone can see what’s being done at any given point in a day. Others are motivated by discussing work with colleagues. Think about using an AGILE type approach with a quick ‘stand-up’ video conference at the start, and possibly at the end of each day, to help accountability.

In a crisis

Motivations can take on new dimensions and drive some managers to be more dictatorial. In the normal office environment this may be recognised and accepted or diffused by a supportive word from a colleague. Temporary homeworkers can easily miss the signals, so problems develop without a third party seeing what has happened and intervening. It can be difficult to do but it may be necessary for everyone to recognise their emotional overload and take time before reacting. Even asking someone to read emails before they’re sent in these circumstances can be helpful to avoid any misunderstanding. Once again sharing and buddying can help.

7. Constant distraction from notifications

Instant messaging tools such as Slack can be a great way to keep in touch when working at home but can also turn into a nightmare of distraction, with constant noise preventing focus. It’s important to set clear expectations on the extent to which they are used. Individuals need to be empowered to turn these tools off for periods of the day to help concentration.

In a crisis

Increased collaboration can be a very positive attribute, but office-based employees will be used to the dynamic of face to face group discussion. The pace, tone and other human group dynamics can be transferred to the chat room world more easily with clear direction on its use.

8. Changes to physical activity

We know that physical activity is not only good for our body but can also have a positive impact on mental health. Walking to and from and around the office gives us a good amount of activity during the day, and a chance for our subconscious to process information. Even just standing up can increase the flow of oxygen to the brain by 20%, making it easier to focus for the next hour.  When suddenly working at home, it’s likely that there’s not so much moving around so it’s important to create time in the day to go outside and move. It may help to schedule breaks in everyone’s calendar, just as for any other meeting or task, so people get up, re-oxygenate their blood and stretch muscles.

In a crisis

Adrenaline is a friend and an enemy so physical activity is important. Some may need permission to walk the dog, collect the children or just go for a walk which can make all the difference.

9. Different expectations on management

Office based managers are used to having people around them that they can see and interact with. If employees suddenly have to work at home, managers can struggle to believe that their team is being productive and feel less able to influence output. Setting clear expectations that reflect the new working environment is vital and is probably best achieved through a collaborative process, recognising the individual circumstances of every team member. Unlike full time remote working, people haven’t evaluated their home and circumstances as suitable or otherwise, so different levels of achievable output may be seen. The feasibility of a daily video conference or phone call, time taken to respond to emails etc will vary. Establishing trust is essential for any effective working relationship but it may be necessary for people to find new ways of building confidence in each other in changed circumstances.

In a crisis

Depending on the severity of the crisis many may fear for their job or the introduction of permanent remote working.  This can produce unusual behaviour patterns without familiar face to face support or reassurance. Individuals may also have access to a constant update via news feeds, blogs and messaging from colleagues that can be misleading, so it’s important for the company and managers to step up efforts to keep temporary home workers accurately up to date.

If you need more help…

We have developed an online short course and chat-based experience-sharing group to provide timely and easily accessible support for companies and individuals

The pricing structure covers cost rather than generates profit and details can be found at

A huge thank you to our guest panelist Jonathan Cann for generously sharing his experience for this podcast.

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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

What’s the business opportunity in sustainability?

What’s the business opportunity in sustainability?

Few people (except perhaps Donald Trump) would deny that reducing our impact on the environment is important.

But it is often difficult for businesses to act with a united voice and purpose around sustainability. Many organisations will say that they’re doing the right thing, but if their employees see a different picture from within it can create a crisis of authenticity.

So if there’s a growing need for businesses to be engage authentically with sustainability, how can this be achieved?

In this episode of ExperienceCast, David Goldsworth, Head of Innovation and Strategy at Virgin, argues that the first thing to do as a business is to look at whether you are sustainable. According to Goldsworth, it is important to begin by looking at your own carbon footprint before beginning to build a customer proposition. One way to do this authentically is to involve colleagues from across the business in exploring the issue, and importantly before you have the answer.

The next step is to identify a business opportunity in sustainability for your organisation. Focusing on opportunity creates a positive message that is much easier to sell internally, and so for sustainability this is as much about what you start doing as what you stop doing. Just as importantly, a positive sell within a business can really help to motivate employees. This can be particularly effective if it involves some vulnerability along the lines of, ‘this is a complex issue, we might not get it right straight away, but we want everyone to be involved in shaping our approach’.

Then it’s a case of engaging employees across the business in an open debate on the issue. To make this work, Goldsworth believes that you must: 

  • Provide a context and framework for the debate
  • Provide a clear timeline and end point
  • Provide rules of engagement and guidelines to enable positive participation
  • Provide multiple ways for people to engage in the conversation in order to obtain a full landscape of views and opinions from across the business.

By enabling everyone to participate in shaping the narrative around sustainability, you create an authentic narrative that people connect with and believe is genuine.

For lots of businesses, there are opportunities to satisfy a consumer need around sustainability.

And who wouldn’t want to work for a business that does that?

A huge thank you to our guest panelist David Goldsworth for generously sharing his experience for this podcast.

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Photo by Victor Garcia on Unsplash

Does your employer care about your mental health?

Does your employer care about your mental health?

They should. Not just because it’s the right thing to do, but because it can unlock untapped reserves of value for your business.

If you can get employees into a ‘good headspace’, the ROI is huge. The discretionary effort that you will unlock – the will to go the extra mile – is potentially enormous. Employees will want to come to work, stay at work, and engage with their work, because they buy in to what the business stands for.

In our recent podcast about engagement, guest panelist Stewart Bromley noted that if a company is striving to provide excellent customer experience, but failing to treat its employees well, this is not congruent. The conflict between the external and internal experience of the brand can contribute to stress, as employees become cynical about the disconnect between the perception of the business and the reality of working in it.

So improving the collective mental health of an organisation requires involving everyone in the conversation about wellbeing. Employee experience holds the potential to make the experience of work better for everyone in a business.

And the good news is that it’s likely to have a positive impact on your bottom line too.


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