Tune in as we share real-talk conversations between women working in CX and those influencing the CX agenda from the periphery too.
Clare Muscutt talking with Gavin James about CX & using our intuition to help make better decisions.
“I think for me what comes to mind is there’s a line in one of my favourite movies ‘Out Of Africa’ and at one point she’s trying to kind of coax him into her desire for a marriage and he’s a very free spirit and he says “I don’t wanna wake up one day and find I’m at the end of someone else’s life,” and I really came to that point of seeing there’s that point where, especially as women, there’s a very slippery slope between giving of ourselves without giving up ourselves and I definitely had crossed over that boundary too much for myself where I’m feeling like I’m living this other person’s life, I’m helping him solve all of his problems and running my own show and I sort of felt like okay, I’ve paid my dues, I’ve done this long enough, I don’t think this needs to be my job for the next fifty years, right?
Clare Muscutt talking with Jo Boswell about actionable data, and making CX a commercial discipline.
“I think it is important to get yourself comfortable with the numbers and what those can do for the bottom line. So certainly when I work with clients today, one of the first questions that I will ask is what metrics does this business run on? And what are the customer metrics that are going to add value to the bottom line? So whether 'what's the value of one extra customer retained' or 'what's the value of one additional product sold to an existing customer'. And I think if you're leading a CX program, it's really important to think about what are the dials that you can shift with this program? What are the metrics that your organisation runs on and every organisation is slightly different, but you've got to really tune into what those metrics are and be comfortable. And, if, if there isn't a very clear link between what you're doing and what those metrics are, then you will always struggle”
Clare Muscutt talks with Ingrid Lindberg talking about her journey to becoming the World's first CXO.
“I was 35 and I had a big job and there was one other senior woman at the company. And the CEO had said, you should get to know the senior woman. She's, you know, 30 years older than you are. You're very young. Another one of those you're very young for your big job. And I'll never forget. I walked up to her. We were at a board meeting. So we were, you know, at some fancy resort, you know, whatever, with all of our executives, from all the other companies who sat on our board of directors. And I walked up to this woman and I said, hi, you know, I know I've worked here only for six months.”
Clare Muscutt talks with Michelle Badenhorst about uniting business analysis & customer experience.
“I think I'm a design thinking evangelist. Completely I'm sold to design thinking. And I think for me, the core of design thinking is that you can explore the problem. It allows you to establish deep empathy and understanding of the problem space so that you can discover purposeful solution. So that's always around driving efficiency and emotional connection, but design thinking on its own, isn't going to give you the full picture. You need to incorporate systems thinking. We need to look at the entire system. You need to be able to get a holistic view of the organisational problem. So if you're just thinking of the customer and what challenges that we're gonna and how are we going to resolve the challenge? You might find that they, you don't have the system to deliver that or implement that”
Clare Muscutt talks with Janelle Mansfield about the pros and cons of being an alpha-female in CX.
“And the feedback that I got was that I was a bully. And I was because I had come from spending three years working with this military organisation where it was all about efficiency and just communicating quickly and just getting to the point. And I brought that forward thinking that that was the right way to communicate. And so I had done this three-60 after I'd been with this new company for about a year. And there was some feedback that I was a bully on, on that three 60. And that was really difficult to hear. It was it was nothing I had expected. It really blew my mind. I had no idea that I was making people feel unvalued or disrespected or that I was hurting people. I was hurting colleagues or I was hurting some people on my team with my communication and leadership style.“