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  • Ty Givens

Why do Customer Experience teams feel undervalued?

Picture this: Phone calls and emails are coming in from Customers regarding an issue. The team is getting these contacts back to back and different Customers are saying the exact same thing. CX leadership shares this information with the responsible department. Instead of the expected response (I’m right on top of that, Rose!), the department asks: how many people are impacted? This is a valuable question. In the scheme of things, it is necessary to quantify the impact before boiling the ocean. On the other hand, aren’t we a Customer-centric environment? Shouldn’t we be doing with the Customer expects?

  • What does this feel like for CX? Feels like the feedback from the CX team, including leadership doesn’t matter. Oh yeah, and neither does the Customer. But we know that’s not true.

  • What does this feel like for the impacted department? Sort of like sprints won’t happen, or other important work won’t get done because of these pesky complaints. Isn’t that the job of CX? To calm down the Customer?

Remember, CX people are problem solvers, that's why you hire them. Many take this role to move to the next one. They want to add value. One way to add value is to raise concerns (and solutions, but that may not be within the span of control).

CX teams feel undervalued because they feel left out of key decisions as it relates to the Customer and their experience.

Recommendations to solve this issue

Get ahead of the issue messaging to the Customer. For example, if there is an issue with the website, this may spike calls. Place an outgoing message at the top of the greeting letting Customers know you’re aware and provide an ETR (estimated time of resolution). Involve CX in the process of creating the messaging.

Set levels for impact for CX.

  1. Priority 1 is anything you expect the Customer to be able to do on their own, that they cannot do, which impacts revenue or that the agent cannot do for them. A good example for an E-Commerce business would be placing an order.

  2. Priority 2 is anything you expect the Customer to be able to do on their own, that they cannot do, but you can do for them. The department with the ability to correct should be made aware. Where possible, a notification to the impacted cohort could help to reduce inbound volume and show that you care a great deal about your Customer Experience.

  3. Priority 3 is anything that has confused the Customer, or caused a spike in volume: print errors, poor instructions, etc. These are the ones that will happen most often and are the most difficult to quantity. Train the team to capture them a certain way: drop downs are best because they avoid the confusion of misspelled tags. Leadership should quickly create guidelines for handling the situation and the impacted department should be made aware and should correct the issue ASAP. Where possible, proactively communicate with the Customer to show that you care about their experience and to clear up any further confusion.


Ty Givens is the founder and CEO of The WorkForce Pro, the leader in contact center success solutions. Her strategic guidance played an integral part in the global success of Thrive Market and ShoeDazzle. Given’s is known for her ability to save client’s millions in revenue, improve call answer rates by over 40% and increase productivity by over 30%. She is a trusted advisor to many high profile clients within the e-commerce, healthcare and retail space making her one of the most sought-after strategists for contact centers. 

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