Category: Customer Experience

According to recent research, engagement with volunteering has increased in younger people whilst decreasing in over 55s. This is most likely driven by the need to self-isolate and the more vulnerable needing to shield. Whilst I have experienced a general uplift overall in volunteering and helping in the community, this raised a question about volunteering…
The post Can CX learn from communities pulling together and volunteering during the Covid-19 Pandemic? appeared first on Customer Experience Magazine.

The new ritual, even more than checking the windows and doors before bed, is to check the incoming. Doom scroll a bit, check Slack and email and make sure there are no loose ends.
And then the ritual continues, first thing in the morning as we check the overnights, to make sure everything is still okay.
What if, instead, just for a week, the last thing we did was make a list of exciting opportunities for the future? And if the first thing after waking up was doing some morning pages and jotting down what we’re looking forward to?
There’s plenty of time to check the windows and doors during the rest of the day.

By every measure I can think of, ranked-choice voting is a superior way to hold a modern election. When a group of people want to decide something at the national or even the organizational level, having everyone rank their options is a net positive.

The mechanics are much easier in an age of computers. If one option comes out ahead among the majority, you’re done. If not, throw out the least favorite outcome and recount, using the second choice of people who had voted for the eliminated candidate. Continue the process of elimination and recounting until you have a candidate that is the most acceptable to the most people.

This process tends to reward candidates who are less divisive and more willing to listen to multiple points of view. It also leads to an outcome that is easier for more people to live with.

The surprising thing? In a recent primary in New York, some people had trouble with the new method. It’s not that the method of voting is particularly difficult. The problem is that we’ve trained ourselves to be RIGHT. To have “our candidate” and not be open (or pushed) to even consider that there might be an alternative. And to feel stress when we need to do the hard work of ranking possible outcomes, because that involves, in advance, considering acceptable outcomes that while not our favorite, would be acceptable.

This is hard work that’s worth doing.

And we don’t have to wait for a public election to do it. It’s a fine way to organize our choices not only in small groups, but on our own.

Once we decide to make a difference, it’s easy for doubt to set in. Because making a difference causes change, and change is scary. One way through the fear is with community. Groups of people who not only have your back, but are on a similar journey.

The team at Akimbo is offering several workshops in February, and each is designed to make it easier for you to level up. Here’s the calendar:

The Bootstrapper’s Workshop is back for its fifth session. It’s about a specific sort of business, beyond freelancing, where you build a business bigger than yourself without raising money from a bank or an investor. I’ve done this and it’s thrilling. It opens for sign ups today, February 8.

The altMBA returns, with more than 5,000 alumni around the world, this is the flagship at Akimbo. More than a third of all students are reimbursed by their employers, because organizations are discovering how effective it is. The Regular Decision Deadline is tomorrow.

The Real Skills Conference is also back for its fourth session. It’s open for signups now, and it takes place for two hours on February 19th. A conference without speakers or snacks, it’s about connection and possibility. Check out the details here.

And the indefatigable Ramon Ray back with his extraordinary workshop for people who are building a small business. Not a big business that’s still small, but a business that’s better because it’s small, it’s personal and it works. His joy is contagious and you’ll find people and ideas that will help you regardless of what stage your company is in. Enrollment opens on the 23rd, but you can sign up for more information today.

Akimbo is an independent B Corp, and I’m thrilled at what they’re building. 21,000+ people around the world have discovered what’s possible. Ask someone who’s tried it.

Also! Today at 1:30 NY time I’ll be live with my friend Adam Grant, author of the instant bestseller Think Again. We’re talking about what it really means to learn and to lead. You can watch live or see the recording at LinkedIn and Facebook. And, I just figured out how to do with Instagram as well.

SAN FRANCISCO, CA – February 08, 2021 10:00 AM Eastern Standard Time
Today, UJET Inc. announced that CRN®, a brand of The Channel Company, has named Karen Bowman, Vice President of Global Channels, to its 2021 list of Channel Chiefs. The prestigious CRN® Channel Chiefs list, released annually, recognizes leading IT channel vendor executives who continually demonstrate outstanding leadership, influence, innovation, and growth.
Karen Bowman brings more than 20 years of channel and sales experience to UJET. She has focused on scaling the channel partner ecosystems and cloud contact center solutions through new partnerships and strategic alliances. She has seen firsthand how growing the channel can have an overwhelming effect on not just business growth but ushering in market-wide transformation.
“We are extremely proud to have Karen as our VP of Global Channels. She is well known in the industry as someone who can build, innovate, and exceed the needs of the Channel. One essential key to success in Channel is treating the partners like customers and putting their needs ahead of your own. This is where Karen absolutely shines, and it’s the reason she’s able to forge such incredible relationships for UJET in the marketplace” – Vasili Triant, Chief Operating Officer, UJET.
“Working with and getting to know our partners and helping them to be successful is truly my passion.” Bowman stated, “To be able to help partners see the vision of how UJET can help their customers and how they can grow their business in the contact center space is what drives me to execute and do better every day.”
The 2021 Channel Chiefs are prominent leaders who have influenced the IT channel with cutting-edge strategies, programs and partnerships. All honorees are selected by CRN’s editorial staff based on their dedication, industry prestige, and exceptional accomplishments as channel advocates.
“CRN’s 2021 Channel Chiefs list includes the industry’s biggest channel evangelists, a group of individuals who work tirelessly on behalf of their partners and drive growth through the development of strong partner programs and innovative business strategies that help bring business-critical solutions to market,” said Blaine Raddon, CEO of The Channel Company. “The Channel Company is proud to recognize these channel influencers and looks forward to following their continued success.”
CRN’s 2021 Channel Chiefs list will be featured in the February 2021 issue of CRN® Magazine and online at www.CRN.com/ChannelChiefs.
About UJET
UJET is the world’s first and only cloud contact center platform for smartphone era CX. By modernizing digital and in-app experiences, UJET unifies the enterprise brand experience across sales, marketing, and support, eliminating the frustration of channel switching between voice, digital, and self-service for consumers. Offering unsurpassed resiliency and the flexibility to deploy across leading public cloud infrastructures, UJET powers the world’s largest elastic CCaaS tenant at up to 22,000 agents globally and is trusted by innovative, customer-centric enterprises like Instacart, Turo, Wag!, and Atom Tickets to intelligently orchestrate predictive, contextual, conversational customer experiences.
Learn more at www.ujet.cx.
Follow UJET: Twitter, LinkedIn, and Facebook
About The Channel Company
The Channel Company enables breakthrough IT channel performance with our dominant media, engaging events, expert consulting and education, and innovative marketing services and platforms. As the channel catalyst, we connect and empower technology suppliers, solution providers and end users. Backed by more than 30 years of unequalled channel experience, we draw from our deep knowledge to envision innovative new solutions for ever-evolving challenges in the technology marketplace. www.thechannelcompany.com
Media Contacts
Holly Barker
UJETpr@ujet.co
Jennifer Hogan
The Channel Companyjhogan@thechannelcompany.com
The post Karen Bowman of UJET Recognized as 2021 CRN® Channel Chief appeared first on UJET.

Regardless of the clear value of customer feedback, few businesses have people with the skills and the time to analyse it, draw conclusions, initiate action and monitor the results. Even huge corporations with data scientists invest in a Voice of the Customer platform to do the grunt work, be unbiased and demonstrate a return on…
The post Voice of the Customer Tools for SMEs and Small Corporates appeared first on Customer Experience Magazine.

With the rapid growth in the digital world, it is important for a business to find a web designing company that will design a website with the best user experience. Find out the tips required to choose the right web designing company for your business. ​ >> https://krishaweb.medium.com/12-tips-how-to-choose-the-right-web-design-company-ac6610e2990f ​ #webdesigningcompany #userexperience #websitedesigning #tipsforwebdesigning
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Is ‘nimble’ a good thing? Should we seek to be flexible, resilient and quick to be able to shift and adapt?
Because often, it seems as though we work to create an environment where it’s difficult indeed to be nimble. We buy expensive assets, lock into long-term systems and fail to ignore sunk costs. We set foundations in concrete instead of using a lightweight tent…
In consistent times, there’s leverage to be found in investing in the status quo. But when we’re unsure about where the next shift is going to come from, perhaps investing in flexibility makes a bit more sense.

In the early days of tech, the acronym of choice was, “Read the friggin manual.” If an engineer uttered RTFM in your direction, it meant that whatever happened was your fault. Tech is a powerful tool, and if you want to use it, do the work.

Over time, as user interface became user experience, and as organizations sought to serve ever larger audiences, UX designers began to take responsibility for how people would engage with their websites and software.

For a while, if the software didn’t work for the intended user, that was the software’s fault. “We’ll make a better interface” is a much better motto because it puts the responsibility where it belongs.

But the overhang was still there. In many companies, “user error” was a problem for the user to fix. Organizations were pitching convenience and simplicity, but the moment the user made an error, the messages were curt, the wait on hold was long due to unusually heavy call volume, and if it didn’t work for you, well, we’ve got enough users, it’s cheaper for you to go somewhere else.

As my colleague Mark Hurst points out, this contempt for the clueless user has been multiplied dramatically by the stock market. Now, many large companies have decided to use UX against their users, all of their users, by turning our experience with their websites and networks into one that serves their needs, not ours. It feels more convenient in the short run, perhaps even fun, but it’s designed to create lock-in, a permanent network effect and, as soon as practicable, a persistent source of cash flow.

In the latest crop of apps, the heavy-handed push toward compliance is truly obvious, from the very first interaction. And in the ones that are already dominant, the veneer of customer focus is fading fast.

If you’re not paying, you’re the product, not the customer. And sometimes, even if you are paying, the long-term impact of your quest for convenience might not be what you were hoping for.

The long-term consequences of our network choices are long indeed.

But what if you weren’t?
What if you replaced “doing” with “improving” or “reinventing” or “transforming”?
When we do our job, what happens to it? Does it go away, to be replaced by tomorrow’s endless list of tasks? What would happen if we had enough confidence and trust to reconsider the implications of how we do what we do?