So you want to move into management?

As I write this, I’m thinking about leading two upcoming discussions on how to move into product management leadership. I’ve promoted dozens of people into senior management roles, and I’ve been thinking about what made them standout as potential managers, and what made them successful. The good news is that being a great product manager trains you already with so many of the skills to move into a management role –  being the face of the team, working with many groups, influencing to get the job done etc. So, what does it take to standout from a bunch of standouts? I want to share some interesting patterns of behavior that we implicitly look for when we have those closed room discussions with HR about who’s going to get that precious manager role. I’m going to assume all the basics are already in place: right tenure, consistent high performer, track record of delivery. If you’ve got all that, then there are some intangible ingredients that I want to shed some light on:

  1. Communicating like you’re already a manager. Often, being a great product manager means that you can communicate really clearly to your teams, and to your customers. This is table stakes. You have to be able to break down a vision into a clear roadmap, and then into workable chunks, and then into specific user stories. Product managers have this down – they know how to communicate what they want their teams to build. They’re also great at talking to customers – listening well, asking great questions, translating what they hear into needs. But being a people manager, and working with other senior leaders, entails taking all those skills and creating a different picture. Often PMs go into a ton of detail, they want to explain the work they’ve done, after all it was a ton of effort. But leaders don’t want to hear those – they want someone who can connect the business goals to the work being done in a way that makes sense. To be promotable, you have to be able to do this – it’s not a skill that execs are patient to see you grow into. If you can’t succinctly explain what you do and why it’s important for the business, you can’t get the right resources for your teams, and you can’t succeed. So spend less time explaining all the details, and more about telling a story, and connecting the dots.
  2. Working the strategy Say/Do. This shows up as how you make decisions, and how much time you spend talking strategy and actually backing up what you do with the bigger picture in mind. Product managers are expected to understand the big picture – it should reflect in their roadmaps and customer documents. But how much do you actually follow this? Someone who has “leader” written all over them is the person who asks great questions about prioritization based on strategy. Who constantly starts backlog meetings (yes, backlog!) with the bigger picture in mind. It’s not just a question of knowing the company strategy & goals, it’s how you bring them to life in the way that you work every-day. Knowing that the person you’re about to promote already “gets it” goes a long way in setting them up for a manager role.
  3. Feedback loops.  People who are going to be good managers ask for feedback. A lot. They ask after meetings, they follow-up with senior leaders, they make a point of understanding how they show up. And then they take that feedback, try something new, and then ask for more feedback. You’d be surprised how little people do this. They wait passively for 1-1’s or monthly meetings – or even, worse, their annual performance reviews. When you can see someone is actively understanding how they show up, and are genuinely interested in improving themselves – you know that they will help others do the same – which is what you want in a people manager.

Do you still want to be a manager? Are you doing these things? We want to hear – write to us and share your stories of promotion, or trying to get promoted.

It’s Product Roadmapping Season! Get some quick tips…And a helpful framework for the process

 

For many of us, roadmapping season is starting or about to start

We’re coming up to the end of the year and embarking on our new year.  And every year we walk into roadmapping with just a little dread. “Ugh, another 2+ months of research, debate, and planning gymnastics!”  “No one looks at it!” “By mid year, it’s blown up anyway!”

I’m here to tell you that if you approach it with the right principles and effort, the roadmap can be a great ongoing galvanizing operating mechanism in your company.  It can actually help you avoid shiny object syndrome too!

We should start with a couple basics…

Definition of Success of a Product Roadmap: 

  • Enables the business to achieve it’s goals; on time, within expectations
  • Provides a way for the entire organization to understand the prioritization, timing and relative sizing of solving major customer problems
  • Drives long term platform development scope & timing

We presume you have a documented business strategy and objectives that are used as a rudder throughout this process.  If not, we tell all our product managers…propose them and get agreement, so that you can build a supportive product roadmap.  I say that loosely, because it’s not that easy.  But without business strategy and clearly defined objectives/measures, what are you aiming for?  We have an online course for facilitating the definition of both if you find yourself in this position.

Okay, now for the main act…Here are some tips in achieving roadmap success:

Start with the Customer

No duh. Right?  Well, lets step back a second.  For many, this means “let’s do the features that our customers requested.”  That is not what we mean here.  Instead, it’s making sure that you have clear persona(s); personas that your team/company has agreed to.  This is not easy.  But if done right, you can actually ward off shiny objects that address problems of customers outside your persona sweet spot.  Having a clear persona helps people understand who you’re NOT going to solve in your roadmap as well.  We’ve got a couple posts on our blog about personas…try this oneContact one of our rebel leaders if you need a simple template that works!

Clearly Define Problems You’re Solving – Your Roadmap Themes

Most roadmaps are organized by 2 dimensions…time being the obvious one…and themes which are basically problems, strategies, or objectives for the business.  Each theme should be solving a very clear customer problem.  Having a clearly defined problem statement will help galvanize your team around what you are and are NOT solving for.  Having clear problem statements will help ward off shiny objects as well…”Hi Mr. shiny object thrower!  How does this shiny object serve the problems we agreed to solve in our roadmap?”  Most of the time you get “Well…uh…hmmmm….You’re probably right.  Let’s table it for now.”  The persona and problem statements help you justify tabling a shiny object.  If you don’t have those, it’s easy to get into an opinion-driven debate that usually ends up with that shiny object being added to the pipeline and other important initiatives are delayed or worse, never completed.

Facilitate Innovation/Design Thinking

You may already have clarity on target persona and a clearly defined problem AND a previously discussed set of initiatives that serve both.  Hopefully they are fully agreed to by the extended team.  But if you are questioning any one of those inputs or if you don’t have a shared vision on those inputs, then I would step back and ensure you are flexing your design thinking muscle.  Problem-driven brainstorming (with choice-ful attendees…creative minds, market experts (internal or external,) customers, partners, etc.) and other design thinking techniques will ensure the most impactful ideas are considered vs. just the squeaky wheels.  A quick set of customer interviews (5-10 targeted interviews can do wonders,) a brainstorming session, and a vote will drive far more committment than status quo thinking or focusing on the “sacred cows” in the organization.

Build Shared Vision…and Commitment

As a product manager, you’ve probably felt the pain at one point in your career of a lack of committment to the product roadmap…either someone from your leadership team, your development team, or your design team doesn’t agree with the prioritization or existence of some initiative and it makes it a painful process every time you have to justify it and ensure it’s given the attention it requires to be successful.  We’ve all been there.  Your job in this process is bringing team members in at the right time…Providing them the customer context (having them hear from customers directly is even better,) getting their feedback and hearing what their dependencies or concerns are, getting their ideas, agreeing on the criteria for prioritization of themes/efforts, etc. …And ensuring they are onboard before the final presentation of the roadmap.  Ideally, your development and operational leaders are standing beside you when presenting to the leadership team and show as much ownership over the roadmap as you do!  Yes, I have experienced this myself!

Understand ALL Your Critical Path Dependencies

Most product managers guess at their dependencies or don’t cover them all.  This is just a word to the wise.  Go through your draft roadmap with your major partners to get their input and understand what they’d have to do (development or otherwise) to ensure the initiatives can be successful in the timeframes you are expecting them to be.  As what their biggest concerns are or believe to be the biggest risks.  You’d be surprise at what you learn by going through your draft roadmap with your teams beyond just the dev team… support, operations, marketing, IT, etc.  We always think about it in terms of inputs, process, and outputs.  What are the input decisions, development, or partnerships required to begin the dev on any given initiative?  What is needed to actually develop the functionality; 3rd party software, partnerships, critical-path platform tech, etc?  And what needs to be released or ready by the time that functionality needs to be in market; partnership support teams, partnership technology or marketing, marketing technology, packaging, etc?  Think beyond mainline platform dependencies!

Ongoing Management

Once complete, we usually have a couple versions…one that’s all polished and summarized for the leadership team and one that is used for ongoing discussion as we learn more and have ongoing discussions with our core team.  We recommend reviewing the roadmap every month or two to ensure you’re managing the backlog accordingly and you’re communicating any major learning and associated pivots in the roadmap to the leadership team.  You can also use the roadmap as a tool in shiny object discussions.  “You want that shiny object added?  Are you willing to push this theme out X months for it?”  When you can have a discussion about the implications of a shiny object as it relates to a roadmap that the entire team helped build, you avoid opinion-based discussion and ensure you are doing what’s best for the customer and business.  It’s a much easier discussion.

Don’t have a clean process to take into account all these best practices?  We have a process framework that has worked for us. It’s a ratty ol’ powerpoint, but its a proven process that enables the most targeted, impactful, and committed roadmap.

Happy Roadmapping Season!!

 

 

Defining the PM job

We see this picture of PM  in the middle of UX, Tech and Business a lot:

From Mind The Product (https://www.mindtheproduct.com/2011/10/what-exactly-is-a-product-manager/)

We use this graphic as well – it’s been a nice, introductory way to speak at a high-level about the product management function, and it highlights the importance of partnering with these three important peer functions. Product management works with business leaders/marketing teams, engineering teams and UX teams. They sit in the middle often translating from one to the other. But we’ve found this picture hasn’t been sufficient to talk about what the actual day-day job of a product manager should be. When you introduce a graphic that describes the function as this small overlap of a venn diagram – it discounts the sheer amount of work and knowledge that’s required to actually do the job.

So, we came up with a new graphic:

 

This may not be the best drawn diagram, but we want to introduce it as a better way to talk about how a product manager should approach their job. We think this is far more representative of the actual  work that we all do on a year-round basis.

The outer circle goes to business. The product manager has to start with a broad and deep understanding and translating company vision, strategy and business objectives. These are the guardrails of our thinking – and we always need to go back to making sure that the decisions and tradeoffs we make are the right call for the business, industry and environment that we work in. We’ve seen lots of features go into products that customers ignore because they don’t make sense with what the business and the customer is trying to achieve.

The next inner circle is technology. This goes beyond partnering with the engineering or development team. The product manager doesn’t (often) code, but they (should) understand what the technology can/cannot do, understand the technical architecture and be able to ask the right questions, and have an engaged and knowledgeable discussion about alternatives. Without getting deep into the technology, the product manager is at the mercy of whatever technical recommendation is made. We’ve seen far too many product leaders and teams fail because they didn’t ask the right technical questions, because they weren’t prepared and didn’t dig deep enough. Technology is a core part of the job – better get used to getting into the details.

The core of the job is customer. Every part of the job is customer-driven. Whether that’s considering the product roadmap (what’s important to the customer), writing user stories (customer needs), doing customer research (talking to customers) – we could go on and on. Every single piece of work that’s produced is with the customer at heart. The product manager represents the customer at the table – they advocate for the customer, deeply understand their needs and ultimately make product decisions with the customer first, with the optimal technology and meeting business objectives.

When you look at product management this way – we believe you get a sense of how the pieces fit together and a better understanding of the expectations of the job. This isn’t a job for sissies!

Let us know what you think! We’d love to get your comments here, or send an email to vidya@productrebels.com and tell us how you see the PM job.

Persona Pitfalls

 

Okay, everyone says they know who their target customer is…Many even say they have personas.  Where does your team fit here?

Here are common pitfalls we see in most companies as they relate to effective personas (can you say “That’s us!” to any of these?):

  • Focused on demographics – age, location, occupation, etc.
  • It’s made up by an external vendor
  • Your team has a couple documented, your UX team has some, there’s one the research department created….point being there are a few and not all consistent.
  • Aren’t considered in day to day product decisions
  • Cost a lot of money for beautifully designed artifacts (designed to be displayed)
  • Lengthy (boring) descriptions or multi-page persona’s
  • Haven’t been updated since being created years ago.

Does any of this sound familiar?  It’s okay!  It’s normal.  We often don’t know how to build practical personas and understand how to use them on a day to day basis.

Here are some tips to apply tomorrow:

  • Try using a template that works.  Here’s one we’ve created (and have a whole workshop around.)  Contact us if you’d like to take our course.  Other templates work too, but make sure they aren’t exacerbating the problems mentioned above.
  • Focus on behaviors and attitudes that are relevant to the task/problem you are solving… leave demographics for last if at all.
  • Work with your broader team to finalize (don’t do this in a vacuum…include dev leaders, UX team, and research team members, if applicable.)
  • Find a picture that best represents that persona.  This will be the most memorable thing about the persona and what gets used most.  Make it a good one.  With a relevant background environment, facial expression, clothing, tools in hand, etc.  Check out a really great example of visually oriented personas
  • Post them up where everyone can see/utilize.  See examples of how some companies have done this.
  • Treat them like participants in a conversation when making product decisions…”Would [your persona’s name] actually find this valuable?  What’s the problem she/he is facing and what’s the context impacting the solution we build?”  Here is one example we use in our workshop that highlights a real world example of utilizing a persona in choosing a feature/design direction for an area of a small business software application.

You’d be surprised how many companies believe they have clear target customer definitions but when we poll the entire team (product managers, UX team, engineers, etc.) we get different definitions across the teams and different opinions about how/if those definitions are adhered to in decision making.  That makes getting product decisions made quickly and in a way that “stick” almost impossible.

Start by polling the team… are you all on the same page?

 

 

 

Turn the Negative into Focused Action

Did you know…

  • Americans tell an average of 9 people about good experiences, and tell 16 (nearly two times more) people about poor experiences. [Source: American Express Survey, 2011.]
  • It costs 7x more to obtain a new customer than to keep an existing one.
    [Source: White House Office of Consumer Affairs]

What is the number one reason your users speak negatively about your brand?  You probably have heard many reasons, but are you acting on the issues that will impact your growth most significantly?

Effective product managers always know what their top drivers of negative comments / pain.  As such they are making sure that those top drivers are known and are reflected in your roadmap and backlog appropriately.

Our experience shows that most product teams come across negative comments all the time but rarely understand how to act in a way that will impact the company in a positive way in the long term.  Instead, the team is reacting to as many negative comments as possible in the shortest amount of time possible.  The CEO says, “I just saw this comment on my twitter feed, we need to fix it.”  The division Leader comes to you and says, “My friend told me he hated this part of the experience, how do we fix it?”  Don’t even get us started on what your poor technical support team hear or online listening posts tell you.

Product managers are usually left with a plethora of negative comments and pain points coming in from colleagues, social media, customer support, and leadership team. It’s overwhelming!  You brainstorm around potential fixes,  juggle to get them into the backlog, and generally don’t have the justification necessary for why one fix goes in before the other…leaving the CEO, division leaders, and other “messengers of pain” left wondering why you’re not fixing their issue.  I, personally, used to feel deflated because I never thought I was doing enough.

Well, let’s re-inflate!  Let’s talk about a quick approach to building your confidence in making the most impactful prioritization decisions and keeping your “messengers of pain” abreast of the smart decisions you’re making!

Remember, this isn’t about being 100% accurate, it’s about having a practical approach to sorting and moving forward with a rationale your leadership can get behind.  You will never be 100% right…

  1.  Get Feedback:  Make sure you asking a summary feedback question through survey, interviews, and/or service calls, that helps you understand who’s happy and who isn’t.  We are huge advocates of the “likelihood to recommend” question (often referred to Net Promoter,) but if you ask “how delighted are you…” or “how satisfied are you…” or some version of those, you’re halfway there.  All we recommend is that you ask this question the same way across your key user listening posts (those with the highest volume and most representative of your primary user segments.)  No duh, you say?  Well, you’d be surprised…and hang on…There’s more.
  2. Ask Why:  Make sure you are asking “why” if they’ve responded negatively to that question…Do this through an open ended follow up survey question…a question at the end of an interview or service call.  Just get the qualitative reasoning behind the negative answer.  For those of you that don’t get this kind of feedback, you’re not alone and you’re still okay.   (Pssst… It’s never too late to get started.  We’ll cover that in future blog posts.) Instead, talk to people in your company that have firsthand conversations with your users.  Your customer service/support team, your marketing/social media team, your product management team, and your sales team are all listening to your customers at different phases of their experience.  Bring them together and listen to them discuss what they believe to be the big drivers of pain and negative comments.  Give them a chance to tell you what they believe are THE top 1-2 issues and why.  Then use the data you do have to validate and further prioritize…If your social media team is seeing a few comments a day out of 1000 followers vs. your service team seeing 200 support calls a day (many with clear negative feedback,) you can use your judgement in deciding which one to prioritize.  You’ll also find that you’ll get consistent feedback across listening posts.  Those are the gems!
  3. Categorize:  Take the open ended answers across all your listening posts and LOOK AT THEM!  We can’t tell you how many companies that have a boat load (technical term) of rich open-ended responses, but don’t know what to do them.  Take the data across different listening posts and dump it into Excel.  Categorize it. (Yes, this is very subjective, we realize, but unless you have deep pockets and years of runway before you have to make a tradeoff decision, this is all you got!)  Remember to remain unbiased through the process.  Your categories will change as you get through more data. So remain open and evolve your categories accordingly until they are most representative of the sample(s) obtained.  Make them as mutually exclusive as possible until you get to the end.  You can then review each mutually exclusive category and parse those into subcategories if necessary.   This is time consuming depending on how much data you have, but anyone can do it over coffee each morning for one week and have a very solid outcome.
  4. Turn it into Actionable Information:  Once you’ve summarized this data, get it ready for a discussion that drives shared vision with your teams.  Rank order the categories based on volume within each customer segment.  Provide a clear list of prioritized issues.  For those top issues, use the sub categorization (or create hypotheses) to clarify what the issue means in terms of root cause. Bring the data to life by bringing in actual quotes for each that represent that root cause.  Define the next steps for each major issue.  It might be further research into understanding an cloudy issue or taking action on those issue(s) that are clear cut.  Circle back to the pet projects from those messengers of pain and where they fit into this new found education on top pain points.  Will any of them neutralize or turn the most important negatives into a positive?
  5. Present and Discuss.  Bring your teams together, leadership included, and show what you’ve learned.  Help them understand the top drivers of pain and negative comments and why you have prioritized the product initiatives the way you have.
  6. Act.  Create the user stories, get them into the backlog, do the follow up research on those issues that aren’t as clear but are high in volume.
  7. Rinse and Repeat

This is scrappy and it’s also subjective.  But in most cases, we product managers don’t have millions of records of data, automated AI tools, or analysts laying round waiting on our every command.  And we have to make decisions quickly and effectively.  This is a practical way of developing an educated gut for tradeoffs we have to make every day.  It’s a way of enabling you to focus on the most important negative comments/pain points, neutralizing the negative or possibly turning it into the positive.  It provides air cover for the pet projects of the week.

Influence & Talking to Customers

Recently, we gave a talk at a big product conference. We talked about influence – how product managers need to exercise influence more than most. After all, we are usually individual contributors, accountable for a product -needing everyone to align and work together, but not directly managing anyone. This conference was in Eastern Europe so we were particularly interested in hearing the questions – was it the same situation for product managers across the seas, as we’d experienced in the US? Who were they most trying to influence? Our biggest surprise was where the majority of the questions centered – the frustration for product mangers to be “allowed” to talk with customers. The area where product managers most wanted to exercise influence was with their managers trying to getting access to customers!!

This wasn’t a one-off question, the majority of people who asked us questions during the talk, and then after at our booth – was all centered around this critical need. One that we take for granted – the ability and access to connect directly with customers. We wanted to share some of the tips & ideas that came out of these conversations because perhaps more people than we realize are in the same situation. Wanting to follow best practices in iterating and getting customer feedback, but finding themselves unable to do so. Here are a few of the ideas we discussed.

  1. Use a proxy. When your customer is 5,000 miles away, watching what they do is not a readily available option. For one PM, they were building a system for a library and really wanted to understand behavior and interaction with their app. Our suggestion? Find a local library and talk to the people who were working and using library services. After accounting for cultural changes – what are the main questions? What were the surprises? How could you use your findings to show the importance of understanding local behavior.
  2. Start with a Hypotheses: When you can’t get to customers, it’s really helpful to form a strong hypothesis – one that is very specific, measurable, has an outcome that can be tested. Rather than continuing to write user stories in a vacuum, figure out what you believe to be true – force yourself to confront the biggest unknowns you have, and then look for ways that you can quickly and cheaply test your assumptions.
  3. Use remote tools: While we don’t like surveys very much – it’s better than nothing. Can you put together a more comprehensive survey that gets to people’s attitudes and beliefs? Recently, we conducted a large survey that was based on earlier market segmentation. In that, we looked for people who were lapsed members. Adding a question at the end to see if they were open to a quick conversation, is an easy and cheap way to find customers who will talk with you. Then use skype to connect with them – fast, cheap!
  4. Get scrappy. When you can’t find your exact type of customer, in the same industry – getting any feedback is preferable to none. This is where you rely on friends & family to give you their perspective. Still go through the process of writing a learning plan & have your objectives…see what surprises come up. Don’t dismiss their feedback too fast if they don’t “get it” – this could be an indication that there’s an issue or gap in your thinking about your product.
  5. Seek forgiveness not permission. This isn’t an option we readily recommend, and our least favorite…but in some cases, when you are just not given time to do customer research – you may have to resort to some stealth interactions. Go outside your regular working hours to talk to customers – slowly start feeding ideas from customers into your meetings. In particular, share insights that came directly from a customer interaction to show value. Sometimes you need the proof before you get the permission.

Tell us what you’ve done when you’ve struggled with getting customer feedback. We want to hear more tips & methods – what’s worked and what’s not? Leave us a comment now.

Sitting in Your Customer’s Shoes at least 30 Minutes a Day

Sit in your customers’ shoes for at least 30 minutes a day.

Looking at customer satisfaction metrics is great, but isn’t enough. We also really need to hear their voice and/or see them in their own environments; using your product.  And this needs to be on a regular basis, not just saved for the periodic qualitative research effort.

Set time aside each day or a few days a week to sit in your customer’s shoes.

Here are some ways to think about it:

  1. Pick the customers that are most important (that could mean a lot of things depending on where you are in your lifecycle… newest customers, highest paying customers, angry customers, etc.)  Don’t make this a massive thought or analytical exercise.  Just be conscious in your choice.
  2. Pick a channel of communication where you’re most likely to find that customer.  Again, don’t make this tough.  If you only have one way to contact or find a customer, then you have your answer.
  3. Choose 2-3 questions you want to get answered.  Be thoughtful about what you want to learn.  This should take no more than 5 minutes.   Examples:  “What’s the one thing my customer would change to make their experience worthy of recommending to others?”  “What is the one thing we could do to get you to use our product?”  etc.
  4. Get started TODAY.  Here are scrappy ways to get connected:
    • Take a support call or listen into support calls over your lunch hour
    • Read a customer email or feedback note… read a bunch over lunch or coffee
    • Set up a “Follow Me Home” (more on this method later) that essentially has you watching a customer use your product…live.  You can do this remotely if you don’t have a choice, but actually traveling to their home or place of business to watch them use your product is invaluable.  Doing that at least 1X per month will make you a significantly more effective product leader!
    • Sort and read through your open ended responses from your satisfaction or Net Promoter surveys (a bit more time consuming but so enlightening.)
    • There are many other ways to do this…pick one and go with it.  Test a few different ones until you feel good about the feedback your getting.
  5. The goal is to get qualitative insights around the key questions you are dealing with around the product.  Adding the necessary context around your quantitative data.

Set an example for your team.  The better you know your customer, the more effective at problem solving, and therefore, delighting, you’ll be.

Keep delighting!

Stop the feature madness.

So, your product is out in the wild – and now you have a long list of product features just waiting to be built, and they’re all good ideas. Some of them even great! But that list is overwhelming and depressing – because it’s years and years of work – and your development partner is rolling his eyes. So you prioritize, and then you try and squeeze in that one extra feature, that one extra option that you just know will make a difference. Sound familiar? We all do it – we want the best product that’s possible – and we’re built to maximize our offerings.

So, when is enough? Everyone talks about elegant products – but when do you know it’s right? We want to give you three steps to put into practice today.

  1. Ruthlessly focus. Pick one feature, the top idea and commit. And don’t cheat – don’t combine 2 (or 3…) ideas into one.
  2. Figure out how you’ll test this feature without a single line of code – that means you need to figure out how to communicate your feature effectively.
  3. Talk to your target consumer – and learn what they think of your brilliant idea. Good results? Start building as small as possible, release and test. Surprised by what you hear? Figure out what it means and go back to step 1.

That’s how you stop the feature madness.

Don’t hide from your customers

Product managers can make it really hard on themselves to connect with customers. If you really want, you can go through a ton of hoops, create meetings, send emails, read spreadsheets, schedule meetings a month out because it’s sooo hard to get together. All for the sake of learning more about customers.

Or, you could just talk to someone now. If you’re with a big consumer brand, go to where you sell your products and hang out. Wait until someone picks up your product and just talk to them. If you’re launching a new product, do the same thing for a competitive brand. If you with a b2b company, figure out how you talk to a user. Buy your favorite account manager a coffee, and get setup to talk to client.

If you’re going to be a product rebel and make a difference, you’re going to have to get scrappy about how you learn. Figure out the fastest, easiest way to connect with a real customer (or prospect) today. Don’t setup a meeting to think about it, do something today. It will make all the difference.

Customer Loyalty – do you have it?

We just started working with a client on customer loyalty, and the metric we always use is Net Promoter Score. We know there’s lots of differing opinions on the effectiveness of NPS – but we haven’t yet found a super-simple alternative that allows you to take immediate action. So here’s why we always use NPS and why we think you need to take a stand and bring it in your company if you’re not using it – and if your company is using this – then make sure you’re doing something with what your customers are telling you!

NPS asks just one question – and it’s all about recommendation. Think about how interesting a question that is – we find ourselves recommending products we love without any hesitation. In fact, we can’t wait to tell someone if a product delights us. On the other hand, we are just as quick to tell everyone when we have a terrible experience. And then there’s a sea of mediocre in the middle where we struggle to remember the experience. So understanding the likelihood to recommend gives you a particular insight into how your customers are feeling about your product.

Implementing NPS means you just have to add one question – there are even API’s and company’s that will do it for you – but it’s SUPER simple. Getting the score, and understanding why can give you real insight and allow you to take customer-driven action that will increase loyalty. Figure out how to start using NPS today.