• Ty Givens

CX Knowledge Transfer: Getting Buy In for your CX Initiatives



A good leader makes everything look easy. If you’ve ever had someone say they want to follow in your footsteps, it’s because you’ve been able to make them feel they can do what you can do with ease. I've been fortunate to have leaders like this within my career and each time I was able to get to their level, I realized how challenging it was, but smiled anytime someone told me they wanted to do my job.


Promotion with no Motion

I’ve recently seen so many articles about delegation and how you have to tell the person how to do the work you’re delegating. Where were these articles 15 years ago? Well, to be honest, I wasn’t a big fan of being told how to do something. It would stifle my creativity.


But a guideline would’ve been helpful. Out of fear of feeling like I would be looked at as unworthy, I never asked for help, I just figured it out. That was my indoctrination to the School of Hard Knocks!


Leading the Way

As I transitioned into leading CX (Customer Experience) Operations, as my title increased, the responsibilities I’d never touched did so twofold. Once I made it to the head of CX role, there was no one around me to help and I had to make a go of it… whatever it was.


I’ve worked with all the Depots: Office and Home, two of the Thrive’s: Market and Causemetics, Intuit, Herablife, Shodeazzle, See’s Candies and Molina Healthcare to name a few.


Pick my brain as I show you what I learned through the school of hardknocks.


This piece will focus on what goes into getting buy in for your CX Initiatives.




Getting Buy In


The key to getting buy in is data driven conciseness, that is mutually beneficial cross functionally, with an owner who is willing to drive for the results.


That’s it. That’s the hack!


There is no shortage of ideas. I repeat, there is no shortage of ideas. There IS however, a shortage of people willing to do the work derived from those ideas. My goal is to help you stand out and improve and elevate your personal brand as an executioner and someone who delivers.


In order to get buy in, you need to do the following:

  • Write a problem statement

  • Identify Allies

  • Find vendors/partners who can solve your problem

  • Create your case (data & story)

  • Get an Executive Sponsor

  • Get approved


In the end, you’ll be able to show that you can prove value, and next you can adopt a process like RACI to run the project on your own.




Write a Problem Statement


Can you clearly (and concisely) articulate your problem? Can this problem be stated so simply that someone who knows nothing about what you do, can understand that a problem exists?


If so, you’re winning.


A strong problem statement communicates the current state, future state and the implication of not moving towards a solution.


Here’s a an example of a problem, statement used for a project over a decade ago:


The system we're using to forecast contacts does so only based on historical volume. As we're launching new products, we need to be able to estimate contacts based on other factors, such as new customers, contacts per customer, or some other algorithm we haven't considered before. If we continue as is, we will not be able to accurately predict the workload, which will lead to longer customer wait times and possibly a loss in customers, or reduced NPS.




Identify Allies


No person is an island; neither is a department. If you can show benefits across functions, you’re likely to get buy in on your initiative.


The process of going across the aisle (so to speak) not only builds your personal brand, but shows your forward thinking and solutions oriented.


For the problem statement written above, the allies we secured were others who did the same work (it was a large company with many smaller teams that support a specific function), Marketing and IT.




Find vendors/partners who can solve your problem


You’ll first need to decide how your issue can be resolved (you will probably decide this in your problem statement).


  • Vendors tend to offer products, including software to help you resolve your issue.

  • Partners tend to offer services to help you resolve your issue.


Decide which is best and write requirements list. Requirements lists are so important as they help you to clearly think through your problem, and document your needs. It’s important to create one as it is the role of the vendor or partner to convince you that you need more. Go in prepared.


Meet with the top 2-3 vendors/partners and get pricing. Ask them to calculate your ROI, or do it yourself (but really, they should do it for you).




Create your case (data & story)


I recommend creating a one pager to help you summarize everything in a concise way. A good one pager will include the following:

  • Problem statement

  • Vendor overview

  • Pricing & ROI

  • Goals

  • Allies

  • Executive Sponsor (though you will present this to them to get their buy in)

  • Dates: start, benefits and end

  • Champion: owner


You can download a copy of a one pager template here.




Get an Executive Sponsor

Executives don’t have time. It’s not that they’re more important than anyone else, it's that there are many different initiatives that require their attention. To become the person executives always make time for, book more than you need (30 minutes, max) and come prepared (your one pager).


You should have a clear ask, and always verify that your need is inline with company goals. If so, this is nearly a surefire way to get the “yes”.


By completing the steps above, you’ve already shown your abilities and you’ve established trust. You’re likely to get the agreement to move forward, or if not, at minimum a starting point for a conversation. Changes may be required, but that’s not a bad thing. Make them and go get approved!




Get approved

Your executive sponsor may be the final step in your process. If not, you now have them on board. They'll either take it and run to get the yes for you, or they will give you the chance to make the request.


To improve your chances of getting approved:

  1. Send the one pager 1 day ahead of the meeting.

  2. Schedule time, and designate one speaker.

  3. Present your request backwards: ask for what you want, with the costs and include the ROI.



Conclusion


In the end, I was able to get the approval to move forward with the initiative mentioned in the problem statement. At the time I was a 26 year old middle manager in a Fortune 500 company, who was able to get authorization from the CTO to get a new forecasting tool. To this day, I’m proud of that accomplishment and I attribute it to a boss of mine who told me never present a problem, always present a solution. That advice sticks with me to this day. I’m now passing it on to you.


Put this into action with our on demand training that prepares you to get the buy in you need. Sign up here.


Get help with ANY part of this process with The Workforce Pro. Set up a discover call here: www.theworkforcepro.com/get-started.



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