Dr. Andrea Rubik Founder, Resyfy, & President, Women in Digital Switzerland
Elaine Gold Global Business Consultant
Emilia D’Anzica Founder & Managing Partner, Growth Molecules™
Erica Hodgson Change Management Director, Differentis
Katie Stabler Founder and Director of Customer Experience, CULTIVATE Customer Experience by Design
Stewart Lockie Regional Director, Qorus
August 2024
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Have you ever had one of those days when a simple interaction with a company—like a quick call or an online purchase—left you feeling truly valued? Maybe it was the way they remembered your name or anticipated your needs before you even asked. It’s in those moments we realize how much customer experience (CX) shapes our perceptions and loyalty.
Today, CX isn’t just a buzzword; it’s the heartbeat of every successful business. As the world around us changes at lightning speed, companies everywhere are finding that keeping up with customer expectations is no longer optional—it’s essential.
What’s driving this change? For starters, digital transformation has taken center stage. Data analytics, AI, and machine learning are no longer futuristic concepts; they’re tools businesses use daily to create hyper-personalized experiences. When was the last time you noticed an ad that seemed to know exactly what you wanted? That’s the magic of data at work.
But it’s not just about being digital; it’s about being everywhere your customers are. Whether it’s online, through an app, or in-store, customers now expect a seamless experience across all channels. If you’ve ever found yourself switching from your laptop to your phone and picking up right where you left off, you’ve experienced the power of an omnichannel strategy.
Then there’s the human side of things. More companies are realizing that connecting emotionally with customers—understanding their hopes, fears, and frustrations—can make all the difference. Especially in sectors like healthcare, where empathy isn’t just nice to have; it’s a necessity.
In this issue of CXO Magazine, we delve into these evolving trends and more. We’re thrilled to feature Shep Hyken on our cover—an authority on customer service and CX who has helped giants like Amazon and American Express create unforgettable experiences. His stories and insights are sure to inspire you.
We hope this issue be your guide to the ever-changing world of customer experience. Whether you’re a seasoned leader or just starting out, there’s something here for everyone.
Happy reading!
Sarath Shyam
Emilia D’Anzica, Founder & Managing Partner, Growth Molecules™
Katie Stabler, Founder and Director of Customer Experience, CULTIVATE Customer Experience by Design
Organisations Deliver Outstanding Customer Experience through Collaboration, Insight & Action
16
Dr. Andrea Rubik, Founder, Resyfy, & President, Women in Digital Switzerland
Multistage Careers for Modern Leaders
44 Erica Hodgson, Change Management Director at Differentis Embracing Change: It Doesn't Have to Be Scary
34 Stewart Lockie, Regional Director at Qorus
Am I Truly Your Number 1
50 Elaine Gold, Global Business Consultant
Female Founders, Navigating Alternatives to the 'Glass Ceiling'
Want to Sell or find Investor for your Business?
CUSTOMER SERVICE AND CUSTOMER EXPERIENCE EXPERT, NYT BEST-SELLING BUSINESS AUTHOR, HOST, & KEYNOTE SPEAKER
Shep Hyken is a customer service/CX expert, award-winning keynote speaker, researcher, and New York Times bestselling business author. He works with clients who want to create an amazing experience for both customers and employees. His clients include Amazon, American Express, Aetna, Ace Hardware, AT&T, and Anheuser-Busch – and that’s just a few of the A’s! Learn more about Shep at www.Hyken.com
Recently, in an exclusive interview with CXO Magazine, Shep shared his professional trajectory, insights on the six key steps to creating a customer-focused culture and a customer loyalty mindset, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Shep. Tell us the story of how you got involved in customer experience. How did your career lead you here? It all started when I was 12 years old. I started a birthday show magic business. After the first show, my mother told me to send a thank you note. My father told me to follow up a week
later and ask how the parents liked the show. He said to ask specific questions that would help improve my show. Little did I know, this was showing customer appreciation, getting feedback, and process improvement. This was customer service and CX, and I didn’t realize it. So, that’s how I handled most of
While it’s nice to have a successful book, what gets me excited is when a company or individual uses my book to improve their customer service and experience and then shares their success stories with me
everything I did when it came to my business and the jobs I had in high school and college. When I graduated college, I saw a couple of motivational speakers and thought, “I could do that.” I had an entertainment background. All I needed was a topic to speak about. At the local bookstore, I was drawn to the customer service books, probably because that is what I’d been doing for the past ten years. The next day, I created a business plan, and here we are, decades later, and I’m still focused on helping companies (my clients) create the CX that gets customers to say, “I’ll be back.”
According to you, what are the 6 steps to creating a customer-focused culture and a customer loyalty mindset?
I developed a simple six-step process that companies of all sizes can use to create a customer-focused culture.
1. Define the culture—This is a one-sentence CX vision statement. For example, the Ritz-Carlton uses “We’re ladies and gentlemen serving ladies and gentlemen.” Anyone who works there knows the vision and understands what it means.
2. Communicate the vision – Constantly remind employees of the vision. This isn’t a theme of the year. This isn’t a theme of the year. This is permanent.
3. Train everyone to the vision – CX isn’t just for the front line. Everyone must know their role in the customer’s experience.
4. Leaders are role models – Leadership and management must be the examples of how to treat customers. It starts with how they treat employees.
5. Alignment – It is the job of leadership and management to keep individuals, teams, and in larger companies, divisions and regions in alignment with the vision.
6. Celebration – If the organization’s CX strategy is successful, let employees know. Celebrate success.
At the beginning of this answer, I mentioned this was a simple six-step process. Simple does not mean easy. It means it’s simple to understand. Implementation can be difficult, especially if organizations have tens of thousands of employees worldwide. Yet, follow the steps and take the time to implement.
You are a NYT Best-selling Business Author of 8 books, namely, Moments of Magic®, The Loyal Customer, The Cult of the Customer, The Amazement Revolution, Amaze Every Customer Every Time, Be Amazing or Go Home, The Convenience Revolution and I'll Be Back.
What does literary success mean to you?
While it’s nice to have a successful book (sales, bestseller lists, etc.), what gets me excited is when a company or individual uses my book to improve their customer service and experience and then shares their success stories with me. Knowing what I write makes a difference is one way I measure literary success.
Why do you think CX expectations have increased so much in this digitalfirst world?
Some companies do it better than others, and those companies are raising the bar regarding customer expectations. Customers don’t compare you to just your competition. They now compare you to the best service experience they have ever received. Those companies have educated our customers, and now they want (or at least hope) to get the same experience with any company they do business with. Unfortunately, it doesn’t always work out that way.
As a customer service and customer experience expert, what key performance indicators (KPIs) or metrics do you recommend organizations should track to gauge the effectiveness of their CX, EX, and UX initiatives?
I’m a fan of traditional metrics like CSAT (Customer Satisfaction) and NPS (Net Promotor Score). I also like to measure easiness and convenience. However, one of the most important measurements is repeat business. Measure the answer to this question: Does the customer come back? If so, how often? And one more very important question, why?
What does the term "authentic leadership" mean to you?
Leadership comes in all shapes and sizes. “Authentic leadership” can be a term used to
define a leader with high values, including honesty, transparency, fairness, etc.; all the words you might use to describe someone with honesty and integrity, along with the ability and acumen to lead an organization.
If you could have a one-hour meeting with someone famous who is alive or dead, who would it be and why?
This may not be the answer you are expecting. Johnny Carson was my “idol” growing up. I did comedy magic through high school and college. I also performed my show at corporate events. I’ll never forget what he said about the term “show business.” It is two words. The secret to Johnny Carson’s success was his talent in two areas. He could do the show AND run the business (getting sponsors for the Tonight Show and more). As a teenager, I took this definition to heart. I built a “magic show business,” with
“Authentic leadership” can be a term used to define a leader with high values, including honesty, transparency, fairness, etc.; all the words you might use to describe someone with honesty and integrity, along with the ability and acumen to lead an organization
My definition of retirement is doing what I love, which means, other than some of the pesky paperwork I have to do, I’ve been retired since the beginning of my career!
an emphasis on the word business. As I started getting booked as a keynote speaker, a version of an entertainer, those words continued to ring true with me. The mantra I came up with was, “The job isn’t doing a keynote speech. It’s getting the speech.” I would love to spend time with Johnny Carson to learn about performance and business from the man who figured it out.
What are your passions outside of work?
I believe in enjoying life as much as possible. I have many hobbies and interests. Outside of what is truly most important to me – my wife and kids – I play music, practice magic tricks, compete in adult hockey leagues, play golf, bike ride, and more. I’m never bored.
Where do you see yourself in the next 5 years?
I continue to do my annual research and read hundreds of articles and dozens of books each year. I plan to stay on top of my game and continue to be relevant. Is retirement in the
future? My definition of retirement is doing what I love, which means, other than some of the pesky paperwork I have to do, I’ve been retired since the beginning of my career!
What’s the one thing, if anything, you would wish everyone who is dealing with customers of today would be thinking about?
I’m going to finish with two answers, delivering more than expected. (HA! )
1.First is about creating customer loyalty. Many people think of loyalty as a lifetime, but let’s make it easier than that. Focus on the next time. When interacting with a customer, ask, “Is what I’m doing right now going to get the customer to come back the next time they need what we sell?” When you focus on the next time, every time, it can turn into a lifetime.
2. Customer service and CX are not departments or strategies. They are a philosophy that must be part of an organization’s culture and embraced by everyone from the CEO or owner to the most recently hired employee.
Dr. Andrea Rubik blends seasoned expertise in leadership and marketing, having enhanced brands at global firms like Grey and Telenor and startups such as ShareDocView and Wix. Her PhD research inspired her to build careerOS and founded Resyfy. Andrea is an extraordinary change-maker whose impact extends beyond marketing and business. As President of Women in Digital Switzerland, she champions a community of forwardthinking leaders in the Swiss digital economy. Her expertise in marketing and technology frequently puts her on the stage to inspire discussions on marketing, AI-powered innovations, web3, and women in tech.
Dr. Andrea Rubik
Founder, Resyfy, & President, Women in Digital Switzerland
For the first time in history, there are four to five generations working together. People live longer than ever before, prompting leaders to align themselves with these new realities of long(er) careers. A longer career means some seismic shifts reshape modern leaders: the development of technology, population aging, and the multigenerational workforce.
We’re living in a time of polycrisis. Climate change. Ongoing conflicts around the globe. Economic uncertainty. The issues of the moment make for a world that feels increasingly unstable. It's easy to feel overwhelmed, yet therein lies an extraordinary opportunity for leaders to shine by effecting positive change.
Moreover, we are living in a time of unprecedented change and opportunity. Artificial intelligence is already profoundly impacting the world, transforming products, accelerating scientific research, improving healthcare, and changing the creative landscape.
The nexus between leadership and business growth is more critical than ever, especially in the face of the multifaceted challenges looming ahead. Embracing this reality requires a proactive approach that delves into innovative techniques, frameworks, and models tailored to our businesses.
Transferable skills will get you there: You have an incredible opportunity to reinvent yourself at any moment, shaping the future according to projects, goals, or aspirations. Twenty years ago, it was common for leaders to remain fixed in a singular role throughout their careers. Today, the concept of a linear career path is becoming obsolete. The long career isn't just a hypothesis; it's a reality that necessitates adaptability in every aspect of professional life. Leaders are expected to adopt multiple roles—from perception shapers and experience
The nexus between leadership and business growth is more critical than ever, especially in the face of the multifaceted challenges looming ahead
orchestrators to growth architects. This flexibility is crucial not only for personal growth but also for staying relevant in a rapidly evolving marketplace.
Multistage careers thrive on diversity. They are the shapeshifters of the modern business world, fostering adapting skills and roles to meet the market's ever-changing demands. In this new era, a marketer might start as a content creator, evolve into a brand strategist, and pivot to leading innovation in product development. The key to thriving in this environment is the ability to transfer skills across different roles and industries, ensuring that each transition is seamless and purpose-driven.
Non-linear collaboration is the future: Leaders with multistage careers are empowered to navigate projects and jobs, jumping from one to another with purpose and direction, adapt and manage change.
The concept of non-linear collaboration is integral to the success of multistage careers. Unlike the traditional linear career paths, where steps are predictably followed one after the other, non-linear careers thrive on flexibility and adaptability. This approach allows leaders to jump from project to project not just out of necessity but to strategically position themselves at the forefront of innovation and managing change.
In this context, marketing becomes the glue that holds the business together, viewed from the customer's perspective. Every employee is imbued with the marketing ethos, whether in design, production, or customer service. This integrated approach ensures that every part of
the organization resonates with the voice of the customer, thereby building a more cohesive and responsive business model.
Go for growth: The connection between leadership and business growth desperately needs strengthening if businesses will survive the turbulent times ahead. Leadership is more conscious and more distributed than before.
In a world dominated by rapid changes and uncertainties, leaders' roles extend beyond traditional boundaries. It is no longer just about promoting products or services; it's about embedding marketing into the fabric of the business strategy. This integrated approach enhances visibility across different market segments and fosters organizational resilience. Leaders can drive sustainable growth by understanding and embracing each stage's unique challenges and opportunities of multistage careers. This requires a deliberate and strategic approach to work, where integrative thinking and an awareness of the multistage nature of modern careers are paramount. It's about recognizing that the journey may only sometimes follow a straight path but that each twist and turn offers growth and innovation opportunities.
As leaders, we must embrace a broader vision of our roles within organizations. We are not merely specialists in a single function; we are architects of growth, innovation, and customer engagement
By understanding and leveraging the full spectrum of today's market needs, multistage marketers contribute to their organizations' success and drive the industry forward, making it more robust, adaptable, and forward-thinking
across all stages of our careers. Our ability to integrate diverse skills and perspectives makes us uniquely capable of driving sustainable growth in a fast-changing world.
This transformation within the marketing profession mirrors the broader changes in our world. It fosters inclusivity, harnessing the unique advantages of each generational perspective to create more comprehensive and effective marketing strategies. By understanding and leveraging the full spectrum of today's market needs, multistage marketers contribute to their organizations' success and drive the industry forward, making it more robust, adaptable, and forward-thinking.
The polycrisis can feel overwhelming. However, these problems offer companies an opportunity to step in and make a positive impact. It challenges us to rethink our roles, our skills, and our approaches to our careers. Marketing leaders, with their dynamic capabilities and strategic vision, are perfectly poised to answer this call, leading the charge in shaping the future of marketing. As we continue to navigate this new landscape, let us seize the opportunity to
reinvent marketing as a discipline that responds to change and actively drives it, ensuring a vibrant, inclusive, and sustainable future for all.
As we step into the future, the convergence of a multigenerational workforce in the context of long(er) careers is not just a challenge but an opportunity. Leaders, with their diverse roles and multistage careers, are uniquely positioned to harness this potential. They are not merely participants in the changing world; they are actively shaping it, ensuring that the organization continues to be a dynamic engine of growth and innovation.
By embracing the multistage career philosophy, leaders are prepared not just to adapt to the inevitable changes but to lead them, crafting a future that values adaptability, inclusivity, and the profound interconnectedness of our professional lives. The transformation is here, and it is being led by those ready to reinvent themselves time and again in the pursuit of impact and success in long(er) careers.
Emilia D’Anzica, MBA, PMP, is the founder and managing director of Growth Molecules,™ a management consulting firm focused on protecting and growing revenue. The company aims to help organizations increase profit while maximizing customer value. Emilia is also on several advisory boards globally and an active contributor to the Forbes Council. She is a part-time Adjunct MBA Marketing Metrics Professor at Saint Mary’s College of California. As an early employee at several successful companies, Emilia has amassed over 25 years of customer experience in customer leadership roles, including as Chief Customer Officer.
Emilia holds a BA from the University of British Columbia and an MBA with Honors from Saint Mary’s College of California. She is PMP and Scrum-certified. Emilia resides with her three children and partner in the San Francisco Bay Area, California. Her first book is Pressing ON As A Tech Mom: How Tech Industry Mothers Set Goals, Define Boundaries, & Raise The Bar for Success.
Recently, in an exclusive interview with CXO Magazine, Emilia shared her professional trajectory, what sets Growth Molecules™ apart from other market competitors, the major takeaways from her book, her role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Founder & Managing Partner, Growth Molecules™
Hi Emilia! Please tell us about your professional background and areas of interest.
Professionally, I have a rich history of leadership roles across various companies, including fulltime and fractionally as a Chief Customer Officer and Vice President of Customer Engagement. At WalkMe for example, I was part of the company's growth from sub-$10 million to $70+ million across three years. As well, I have an entrepreneurial spirit that is demonstrated through
founding a consulting firm in my mid-20s and again four years ago, Growth Molecules™. The company today is dedicated to helping softwareas-a-service companies seeking to retain and grow their clients through tailored customer success strategies across people, processes, and systems.
I am particularly interested in the intersection of customer success and business strategy, focusing on effectively integrating customer feedback into product development and corporate strategy. My passion for teaching
The inspiration behind establishing Growth Molecules stems from a deep and personal history combined with professional expertise, setting it apart from competitors in meaningful ways
and sharing knowledge is also reflected in my involvement in guest lectures and as an author, where I explore topics related to customer success and the challenges tech industry mothers face in balancing career and personal life. I am actively engaged in thought leadership within the industry, as evidenced by my recognitions, such as being listed among the Top Customer Experience Influencers and consistently participating in discussions focused on Go-To-Market strategy.
How would you describe your real/ authentic self?
I am far from perfect. I am not normal because normality is a myth.
People tell me I am intense and serious, and my children call me too strict. I’m okay with all of these descriptions. I like to think deeply, read, be alone for large chunks of time, and write. Getting too caught up with people's thoughts and how I compare to others is self-destructive. Instead, I work on being my authentic self and choose how to share my more playful side - you can often find it when hiking with a dog, in a good SPIN or HIIT class, on vacation with my children and partner, and out with friends. I recently started playing pickleball and find the sport engaging. Although I bring competitive intensity to the game, I don’t tell my social league!
What was the inspiration behind establishing Growth Molecules™? What sets it apart from other market competitors?
The inspiration behind establishing Growth Molecules stems from a deep and personal history combined with professional expertise, setting it apart from competitors in meaningful ways:
Family Roots and Resilience: My muse originates from my Italian immigrant parents, who, despite starting with nothing and not speaking English, successfully founded and ran a series of pizzerias across 30 years. Their entrepreneurial spirit and resilience in overcoming barriers heavily influenced my approach to business and leadership, instilling a foundation of hard work and perseverance.
Establishing boundaries is crucial for maintaining a healthy worklife balance
Adversity and Moving Forward: The tragic loss of my brother to a drunk driver marked a profound moment for our family. This adversity brought about a determination to move forward and succeed in the face of personal pain, a principle that I carry into my professional endeavors, focusing on grit and the strength to advance despite challenges.
Educational Milestones: As the first person in my family to earn a degree, supported immensely by my sister Josephine and my calculus mentor, Mr. Hooley, I recognize the value of education and mentorship. Growth Molecules embodies this spirit by prioritizing continuous learning and development, helping clients meet and exceed their potential through actionable coaching and education.
Empowerment and Inspiration: My daughters continuously inspire me to demonstrate that gender does not define one’s capabilities or future. Growth Molecules is built on this ethos of empowerment, striving to inspire and uplift all individuals, particularly women in the tech industry, to pursue and achieve their ambitions.
With over 25 years of experience in customer success and SaaS globally, my background is rich with proven methodologies and success stories. This extensive industry expertise provides Growth Molecules with a competitive edge, offering clients unparalleled insights and innovative solutions that are both tried and tested. These foundational elements inspire and differentiate our team, offering a unique perspective and approach to customer success deeply rooted in personal determination, enablement, education, and understanding of what it takes to be successful in customer experience.
Can you please share the significant takeaways from your book, ‘Pressing ON As A Tech Mom?
"Pressing ON As A Tech Mom: How Tech Industry Mothers Set Goals, Define Boundaries, and Raise The Bar for Success" is a book that addresses the unique challenges faced by mothers working in the tech industry. The major takeaways include:
1. Goal Setting: The book emphasizes the importance of setting clear and achievable goals. For tech mothers, this can involve career objectives, personal development, and include intentional family time. The book offers strategies for prioritizing and managing tasks effectively, helping mothers focus on what’s most important at work and home.
2. Defining Boundaries: Establishing boundaries is crucial for maintaining a healthy work-life balance. The book explains how tech industry mothers can define these boundaries. This can include setting specific work hours, managing expectations with colleagues and supervisors, and ensuring dedicated personal time to focus on mental and physical well being to prevent burnout.
3. Raising the Bar: This aspect focuses on how mothers in the tech industry can excel and lead by example, pushing the boundaries of what is traditionally expected. It discusses ways to seek leadership roles, advocate for workplace changes that support parents, and use one's position to influence the tech culture positively.
4. Navigating Challenges: The book covers common challenges mothers face in tech, such
as gender bias, limited networking opportunities due to family commitments, and the pressure of being a minority in a male-dominated field. It offers advice on overcoming these challenges through resilience, support networks, and leveraging legal and organizational policies designed to protect and empower women.
5. Empowerment and Support: Finally, the book underscores the importance of seeking and providing support through formal programs like mentorships, sponsorships, and mom groups within the industry or through informal networks. We encourage the reader to build a supportive community that includes family, friends, and colleagues.
*The five takeaways above are only a few shared in the book.
Please consider buying a copy for someone you care about to further our mission. It is meant to inspire tech industry leaders of all genders to enable mothers and provide them with practical tools and strategies to succeed professionally while thriving personally.
Marketing Metrics Professor at Saint Mary’s College of California. Tell us about the course/topic you teach and its relevance in today’s rapidly evolving business landscape.
Working with people who are interested in advancing their careers in graduate school is rewarding. I remember each professor who helped me when I returned to school in my midthirties, with three children at home and a fulltime VP role at a hot tech company in Silicon Valley. It was one of the most challenging
years of my life, but I graduated with honors in Business Administration with a focus on strategy and global competition. I have my professors and my partner to thank for all the support they gave me, especially when my company was far from supportive of my decision to go back to school Part-time to gain my MBA.
I studied at night and went to school on the weekends and paid for the program myself. The worst part is my company was paying for men to get additional training in engineering. Their training was seen as more important than mine. That didn’t stop me. I left the company soon after I graduated and never looked back.
I am most passionate about teaching any course related to go-to-market strategy in software-as-a-service. Understanding the customer journey map and the different elements, including emotion, pain points, economy, budget, and others that impact the top and bottom line, is critical to succeeding in a recurring economy.
Do you notice a lack of women in technology? If so, why do you think that’s the case?
Yes! My co-author, Sabina M. Pons, and I wrote a book on this topic, focusing on the mass exodus of women, especially mothers in tech, during the COVID-19 crisis. Our book, as discussed above, Pressing on as a Tech Mom, focuses on research we did globally and includes findings from surveying 300 women. We also share candid stories of 12 mothers leading tech organizations, focusing on how we, regardless of gender or title, can support and keep women in tech.
Working with people who are interested in advancing their careers in graduate school is rewarding
The good news is that more women are returning to work and tech. If we want to keep this positive momentum, we need to take three steps:
1. Insisted of Equal Pay: Take a hard look at what your company is paying people of equal experience and education and close the gap. Age, gender, color, and political views, for example, should not be reasons one person is paid more than another.
2. Acknowledge that Tech has a gender problem and do something about it. More women are graduating from college than men, and there are plenty of female engineers and professionals seeking positions in tech. Make it a priority in your organization to hire an equal number of men and women and provide an inclusive workplace—not a Brotopia culture.
3. If you are in a position of power, mentor and sponsor women. The rewards for both the mentee and mentor are tremendous, and they can improve the likelihood of a woman staying and rising in tech.
Looking back, which women have influenced your career most?
My mother, who raised six children while working alongside my dad in their Pizzeria for 30 years, is the most significant influence in my life. She has always been there for me and encouraged me to attend school and fulfill my dreams. She is an example of being steady and dedicated no matter what challenge is ahead. For example, we moved between Italy, the US, and Canada a total of five times in her life with young children) and was the strongest
when she lost my brother Emilio to a drunk driver at the young age of 11 crossing the street. Her smile, love, and kindness have pulled us through difficult times. Today, at 85, she still travels, lifts weights, practices yoga, and rides her bike around Kelowna, British Columbia, where she lives.
What does the term Authentic Leadership mean to you?
Personal Integrity and Consistency: I value being true to my ethics and principles in and out of professional settings. Authentic leadership for me includes leading by example, ensuring my actions consistently reflect my values.
Transparency in Communication: Given my extensive experience in customer success, where clear and honest communication is crucial, authentic leadership includes emotional intelligence and open dialogues with team
members and stakeholders. Transparency includes sharing successes and being upfront about challenges and failures.
Empathy and Understanding: I emphasize understanding and addressing the needs and concerns of people you work with. Authentic leadership recognizes the individual strengths and weaknesses of team members and mentoring them accordingly.
Empowering Others: As a tech leader and an advocate for women, I champion a leadership style that allows others, particularly underrepresented groups, to take on leadership roles and voice their opinions freely. It starts with mentorship and sponsorship early in a person’s career so they have the best shot at growing alongside their male peers. Too often, men advance faster earlier in their
Make it a priority in your organization to hire an equal number of men and women and provide an inclusive workplace—not a Brotopia culture
career and studies show this sets women back in Corporate America.
My dedication to continuous professional development requires a commitment to lifelong learning and self-improvement and I encourage the same to my colleagues and students.
Can you highlight your success habits enabling you to meet your goal?
1. Start each day with a purpose. Many people jump out of bed with the sound of their alarm and go about life without intention, like robots functioning in a predictable way day after day. That life is not for me. I like to wake up, set an intention, and wiggle my feet, thinking about how I feel in the moment and how I will live that day. This practice only takes 2-5 minutes before I get out of bed, but skipping it is not an option. It’s like leaving my house without making my bed or brushing my teeth. It’s just not going to happen. Those few minutes help me remember how precious life is and how I want each day to have a meaning and a way for me to make this world a better place.
2. What can I plan and hold myself accountable for? No one can answer this for me, except me so I take this question seriously. If I add too many ‘to-do’s to my plate, I will not hold myself back from doing any of it or doing several things poorly. As a result, I only focus on 1 to 3 urgent actions a day. The rest of my list is moved to another column that I schedule with their own deadlines. The distractions that hold me back are not part of the accountability list: social media, television, negative people, and lack of a gratitude practice.
3. I believe in myself and what I am capable of: While some imposter syndrome is humbling, it is self-destructive mainly, especially for women starting at an early age. My dad’s life reminds me that if he came to America with a grade three education, couldn’t speak English, and yet managed to serve in the US Army, qualify for the Olympics in cycling twice, and become a successful entrepreneur, raising six children alongside his wife of 63 years, I can do anything I set my mind to. So, when I see a mountain in front of me, I see it as a challenge I will conquer.
What is your secret behind striking a work-life balance?
I don’t believe in a one size fits all work-life balance. Focus on what matters with this lens:
1. Block at least an hour daily for an activity you love (For me, it is usually a physical one). There are only so many hours in the day. I am in charge of how I want to spend them. If I put an hour on the calendar to exercise to hit my 12,000 steps a day, then the likelihood of me achieving the goal is 100% higher. Protecting time is vital to work-life balance.
2. Accept there is no work-life balance: This acceptance is challenging but necessary. When I travel or have tight deadlines, I know my hour workout will likely be shortened, and that’s okay. My kids are always throwing surprises my way, most recently a broken ankle, and they take priority in the balance game right now. I know that my priorities will change when they go to college and continue to do so as my life progresses. Knowing there isn’t a secret formula and not sweating the small stuff is fundamental in keeping sane as a working mother.
3. Surround yourself with people to support you. I knew early on that if I was going to be a CXO, I needed a village to help me, and I am thankful for each of them. I am lucky - I have a partner, now together for 19 years, who has supported my career goals, passions, and outspoken views about gender equality in tech. I also provide full-time support to our children. My family has also helped us throughout our childbearing years. When I travel or can’t do all my usual activities, I schedule a neighbor or friend to do the pickups or watch our dog. Knowing the balancing act is a team sport will help any leader sleep better at night.
Where do you see yourself in 5 years from now?
Working! My father died doing what he loved to do at nearly 86 - working on his farm, buying and selling real estate, and being surrounded by his family. I never plan to stop working or filling my life with people and activities I love (I also love planting and playing in the soil, so I will continue growing crops!). Like Warren Buffet, Jane Fonda, and others living prolonged lives, they are working to improve the world not because they have to but because they want to. I want to be like my dad, Warren, and Jane. I don’t
think about work and being a decent human as a ‘have-to-do,’ but instead a part of life that brings meaning and purpose, regardless of age.
What is the one piece of advice that you can share with other women professionals in the tech industry?
Don’t wait. If you are passionate about something, start with one step and build momentum. When I was 35 and had just had my second child, I was living in a city that didn’t feel like home. I announced to my partner we had to leave and moved to The San Francisco Bay Area where I feel I can be myself and do the work I love. Two years later, completing my MBA completely changed my life and the future. Yes, because of my intense career, I have missed events in my children’s lives, but so has my partner in his career. Why are moms penalized for this, and we never hear about dads missing special events? Not all career women have the privilege to build a company AND say no early on. Your kids WILL forgive you. Too often, people think they can’t leave their homes, jobs, toxic relationships, or safety. You can and will be better for it if you know in your heart that the path to your serenity and success requires a more challenging road.
Stewart Lockie has enjoyed a long and successful career in the Retail Banking arena. He has worked globally leading teams to successful outcomes, which has provided him with unique insights into how teams perform and how the Cultural landscape can change to certain markets. Stewart holds a double Masters in Cultural leadership and Chartered Banking. As a fellow of the Chartered Institute of Bankers in the UK, Stewart provides support and mentorships to future leaders in the financial services arena. Currently working with Qorurs (formerly EFMA) supporting Banks & Insurance companies in the Middle East & Africa to deliver against their strategic & budgetary objectives.
Regional Director at Qorus
If you look through most Financial Services, and indeed most customeroriented industries you will read all about how Customer Service and experience are at the top of the Company's agenda.
LinkedIn is full of CXO & CEO articles about the need to deliver exceptional service experience, and how it's their number 1 priority. How their investment into AI, Machine learning, and other digital advancements are all for the betterment of the end user.
Is this truly the reality?
There seems to be a growing trend across industries which people are noticing and commenting upon. Time again I am hearing examples of.
‘I got no reply’, ‘they never reply to my emails’, or ‘I was waiting for 40 minutes to get through to an agent’
Ghosting to my mind has been long associated with relationships and how one party will suddenly cease communication with the other.
Corporate ghosting is now something of a rising trend.
Talk to most people and there will be examples of no response to emails, no returning of calls, constant chasing to be able to speak to a person. Lack of opportunities for a face-to-face conversation.
In my area, Financial Services there seems to be an uneasy relationship between banks and the customer, has the rise of technology impacted the customer/company relationship positively or hindered it?
Has the balance been lost between Cost/ Profit v Service?
A recent survey that I noticed stated that 47% of respondents felt less valued from their financial service provider. Often stating difficulty in reaching or talking with service agents as the main issue.
Ghosting in customer service is generally considered poor customer service practice and can have negative consequences for both the customer and the company. It can lead to a loss of trust, customer dissatisfaction, and even damage to the company's reputation.
So, what can be done to reverse this growing view and trend?
To avoid ghosting in customer service, companies should realign their Strategies to truly become CX-focused.
The initiatives should all link back to this one focus. The Customer
Listed below are just some basic ideas that are not new but maybe have given way or been lost in the desire to be, the cheapest, quickest, or first to market.
Time needs to be taken to get some of the basics right.
1. Implement clear communication channels: Provide multiple channels for customers to reach out, such as phone, email, live chat, or social media. Clearly communicate the expected response time for each channel.
2. Set realistic response time expectations: Clearly communicate the expected response time to customers and make sure that it aligns with the company's capacity to handle customer inquiries.
3. Use automation and self-service options: Implement automated responses or self-service
To avoid ghosting in customer service, companies should realign their Strategies to truly become CX-focused
options to acknowledge customer inquiries and provide relevant information while a representative is being assigned or is unavailable.
4. Prioritize customer inquiries: Implement a system to prioritize customer inquiries based on urgency or importance. This ensures that critical issues are addressed promptly.
5. Provide regular updates: If there is a delay in responding to a customer, proactively communicate the reason for the delay and provide an estimated time for resolution.
6. Train customer service representatives: Provide comprehensive training to customer service representatives on effective communication, empathy, and problem-solving skills. Ensure they understand the importance of timely and helpful responses to customers.
7. Monitor and measure customer service performance: Regularly monitor response times and customer feedback to identify areas for improvement and address any instances of ghosting. Some of these things may seem obvious, however as a Professional with 30 years in the field, I am never surprised by the most successful companies that Keep it simple. Communicate well.
Challenge themselves to be better. And truly have the customer at the top of their list.
By prioritizing effective communication and timely responses, companies can avoid ghosting in customer service and provide a positive experience for their customers.
Katie Stabler is the founder of CULTIVATE and a CX leader who is passionate about bringing CX to the heart of the organisation. You might know her as CXM's top 5 CX Global Influencer of 2024, or as the co-author of the Amazon best-seller "Customer Experience 2". But the bottom line is that Katie is an expert at helping organisations deliver outstanding customer experience through collaboration, insight and action!
Recently, in an exclusive interview with CXO Magazine, Katie shared her professional trajectory, the inspiration behind establishing CULTIVATE and its mission and vision, thoughts on gender equality and inclusion in CX, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Katie Stabler
Founder and Director of Customer Experience, CULTIVATE Customer Experience
by Design
Hi Katie. How did you first get into customer experience, and what inspired you to stay?
Like many CX Leaders, I started my journey (way back when) in customer service. I worked in front-of-house in restaurants, behind the customer service desk in the local department store, and on the front lines in contact centers. Then after university, I spent a decade in the not-for-profit sector and although my job roles didn’t have CX in the title, I strongly believe that there isn’t a more holistically customer-centric place than a charity. Then I left my position as the Deputy CEO of a Debt Support Charity to manage the Customer Experience department for Europe's 2nd largest Debt Collection Company, I progressed to the Director of CX for a Female Membership
Organisation and finally, I founded my own consultancy in 2020.
What was the inspiration behind establishing CULTIVATE? What is its mission and vision?
I was actually made redundant, and the perfect opportunity fell into my lap. It was a role to support a start-up (private business education), helping them design and establish a new service and they wanted customer experience at the core of their design, but they wanted a consultancy style of support which meant I needed to set up a business. So, I did! I worked with that business for 12 months whilst I connected with new clients. 4 years later, CULTIVATE is an established consultancy business working globally, and we’ve never looked back.
If your customer experience is invested in, prioritised, well designed and managed, the business benefits are wide and vast
How does investing in CX actually end up delivering more value to companies?
Oh, I could write an entire book to answer this question! Increased customer retention, reduced acquisition costs, increased advocacy, increased customer lifetime value, efficiencies, employee satisfaction, industry differentiation and improved profitability.
And that list isn’t even half of it. If your customer experience is invested in, prioritised, well designed and managed, the business benefits are wide and vast.
As a Director of CX, what customer service success metrics are most important to you and why?
Any metric is important if it can do two things:
1. It needs to tell you something informative: If it’s just a number on a page, get rid of it.
2. It needs to drive action: A metric should be a measurement you track for a reason, it should always be actionable either in the sense that you need to work change, to maintain or to improve.
For me, metrics should be outcome, not output based.
How has your perception of AI and automation for customer service evolved over time?
It hasn’t really. I have always seen AI as a way to enhance the experience you are able to deliver and with the ever-demonstrable progression it’s amazing to see how businesses are starting to innovatively introduce this technology.
For me the key is always to start with the people and their challenges, and bring in the technology that can help mitigate those challenges. Never start with technology first or you will likely waste resources.
CX is no one person or one team's responsibility and so as a CX Leader you have to nurture bonds and encourage the wider business to all head on the same journey
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
Well, if you look at reports from the likes of CMSWire you will see that women are underrepresented in CX Leadership positions. Which is a really interesting juxtaposition to the research which shows that in customer service roles, women are stereotyped as being more suited to emotionally laborious roles and even AI assistants with female voices are rated more highly than those with male voices.
What is your leadership style, and how do you foster a culture of collaboration and excellence within the team?
I tend to lean into Servant Leadership, that is a leadership style which prioritises the needs of team members and focuses on helping them develop and grow. It's a leadership philosophy that flips the traditional model on its head. Instead of the leader being at the top of the pyramid, I see myself as someone who supports and empowers their team to achieve success.
This is the same approach I take to consultancy, although I enter a business with experience and thought leadership, I upskill, empower and nurture teams to thrive.
Looking back now, what is one thing you wish you knew at the beginning of your career?
I’d like to have known sooner, the value of relationship building. This is of course important in most roles but in CX it is significantly important. CX is no one person or one team's responsibility and so as a CX Leader you have to nurture bonds and encourage the wider business to all head on the same journey.
What are your passions outside of work?
I LOVE cooking (with a glass of wine), I am even a UK MasterChef Quarterfinalist, you can find me in Season 12. I also enjoy reading and am an avid podcaster.
Where do you see yourself in the next 5 years?
I’d like to continue hosting the UK and International CX Awards and working with businesses across the globe.
What is the one trend or approach in CX that every organization should be implementing?
No trend…just be CUSTOMER OBSESSED. If you can grow a customer-centric culture, you will be ahead of your competition.
Erica Hodgson is a business change leader with a passion for inclusive change management and stakeholder engagement. With over 25 years experience, Erica has spearheaded transformative initiatives across diverse sectors, from public service to private industry. Notable achievements include leading critical incidents seamlessly, enhancing organisational trust, and developing the acclaimed "Get it" change method, accelerating transitions by up to 45%. Erica's expertise extends to establishing change management as a core function in major institutions, fostering resilience and growth. As the Change Practice lead at Differentis, Erica continues to shape organisational cultures and empower teams for success.
Erica Hodgson
Change Management Director at Differentis
Grappling with new challenges or demands encourages longer work longer hours and sacrificing personal time in order to meet deadlines or stay ahead of the curve
Imagine you’re leading an organisation that is going through a major transformation. The Board has just approved a strategy shift that will directly impact many positions which people have been in, and developing, for years.
What if, instead of presenting the change from the organisation’s point of view, which leads to fear and instinctive recoil, it is positioned in such a way that people could see the opportunities to harness the transformation, and propel themselves forward both professionally and personally?
In this article, I will explore how, as change leaders, we can assist individuals in embracing Change as a catalyst for unlocking hidden potential and achieving remarkable success.
The world is evolving rapidly, and businesses are doing all they can to stay current. What used
to be sporadic transformations, like mergers or system upgrades, have now become continuous adaptations. Companies must respond swiftly to market shifts, technological advancements, and unforeseen events, like pandemics or war.
This perpetual state of change impacts the organisation's bottom line. It also affects its most valuable asset—its people.
The toll that constant change takes on employees is considerable. Frequent changes in direction or priorities create uncertainty about jobs, roles, structure, and the future. This leads to feelings of anxiety and disengagement. It leaves people feeling overwhelmed and undervalued, impacting motivation and commitment to the organisation. Continuous adaptations also affect productivity. People struggle to keep pace with ever-changing processes, tools, or expectations. This leads to inefficiencies and declining output. The constant
need to adapt to 'the new' disrupts workflow and hinders collaboration among team members, further exacerbating productivity challenges.
The relentless pace of change also affects people's work-life balance. Grappling with new challenges or demands encourages longer work longer hours and sacrificing personal time in order to meet deadlines or stay ahead of the curve. This imbalance can lead to increased stress, burnout, and decreased job satisfaction and retention rates.
Organisations must address this "Change Fatigue" to succeed. There are two ways to approach this:
1. Reduce the speed of change
2. Better managing of change.
Considering that a company that slows down and does not keep up with its market, the environment, and its clients' needs will not survive, the first option is not really viable. This leaves option two — managing change better.
The notion that "people hate/fear change" is deeply ingrained in our collective psyche. It is often cited as a reason that transformation programmes fail. Here is the neurological reasoning behind this:
Our fear of change stems from the evolutionary wiring of our brains. Our limbic system, the ancient part of our brain responsible for survival instincts, constantly scans for environmental threats, which can make any form of change threatening. This provides a logical reasoning to why we don't deal with change well.
But we need to also recognise that our brains are likewise wired to adapt and learn. While the limbic system flags potential risks, our prefrontal cortex, the rational thinking part of our brain, enables us to analyse, strategise, and embrace new possibilities.
Charles Darwin astutely observed that survival doesn't favour the strongest or smartest but those most adaptable to change. Human beings are naturally resilient.
Throughout our lives we constantly navigate significant changes — being born, learning to walk, pursuing an education, parenthood, having kids, becoming an adult, growing old — all are testaments to our resilience and adaptability.
This innate quality should inspire confidence in our ability to not just survive but thrive amidst continuous change.
So, can we draw on our people’s prefrontal cortex and personal experiences, and call on that resilience as we lead workplace transitions? By promoting a growth mindset, allowing personal gains, and encouraging participation in the journey, our people can empower themselves to navigate change effectively.
As an organisation, we can build transformations as natural events, offering growth opportunities that have the potential to serve the individual as much as the organisation. Offer employees the opportunity to develop higher levels of self-awareness and emotional intelligence, allowing people to seek growth and benefits in work and success in life’s eventful journey.
By aligning individual and organisational efforts, change ceases to be a source of anxiety and becomes a catalyst for personal and professional growth.
So, can we position change as opportunity? Where every alteration, even those involving job losses, presents new prospects for growth? It's all about presentation and mindset.
Instead of leaders viewing change as a disruption, try to accept it as a constant backdrop—a canvas upon which to paint new experiences and achievements. This optimistic perspective can fuel an environment for personal and professional growth, even in the face of significant changes.
I worked for a central government department during a restructure that led to redundancies. Recognising that redundancy is unsettling and challenging, we structured the engagement to acknowledge that but also exposed the other side, the duality of the situation. As we supported the people in accepting the news, we also supported people in embracing this as an opportunity for reinvention and exploration of new careers and ventures that might never have pursued otherwise.
Similarly, an organisation introduced an HR system resulting in a large number of people needing to apply to new roles, with training, or accept redundancies. Again, we acknowledged that this was difficult and would require personal investment to manage, but is it truly a catastrophe? We repositioned the situation into an opportunity for people to investigate new avenues for career advancements, skill development, process enhancements, and gaining skill sets required for possible new jobs elsewhere.
Organisations, aware of the impact of Change on individuals, have a vital role in presenting transitions.
Be clear, transparent, and forthcoming about what is happening and why.
Help employees translate strategic changes into personalised, tangible benefits.
Create supportive environments through effective engagement and learning.
Provide the logistics required to maximise the growth potential, such as training, networking, and coaching.
Reward ownership of personal journeys.
As change leaders, we must create situations where people can directly and proactively engage in the change and view it as an opportunity rather than a threat. This allows people to understand and process what it means to them in their own words. People are able to thrive amidst change.
This engagement involves:
Create engagement opportunities like critical friends, subject matter experts, change agents, etc.
Encourage a growth mindset, and foster continuous learning and adaptability.
Assist the definition of personal benefits.
Apply your own experiences to help others navigate new transitions.
Change is a constant in business, and it can be challenging for employees. However, it is essential to remember that our brains are wired to seek opportunity and learn. As change leaders, we need to position change better and offer growth that serves both the individual and the organisation.
By embracing change as an inevitable force that can bring new opportunities, we unlock hidden potential and can achieve remarkable success.
Let's work together to create a culture of adaptability, resilience, and growth that can help us thrive amidst continuous change.
Elaine Gold is an independent consultant and Co-Founder and until Dec 2023, MD of GEN UK. Elaine became active in GEN over 12 years ago when living in the Middle East for 8 years. Working in leadership and organisational change, Elaine delivered consultancy and coaching interventions covering leadership development, inclusion, and diversity, teambuilding, and one to one development. Elaine has travelled to over 40 countries and delivered workshops and speaking engagements in over 20 countries. Elaine understands the complexities and demands of working cross-culturally and in diverse organisations. Elaine focuses on supporting female founders in the transition from Founder to Leader.
When I started out on my career as a management consultant over 35 years ago, I had my share of comments such as 'talks a lot of sense, for a woman' and many more. Over subsequent years, I have worked with many female leaders and founders and found that although much progress has been made, the challenges facing women in corporates and especially female founders, continue to hinder progress.
In this article, I delve into the key challenges they encounter, not just in the initial stages of founding a company, but also as they navigate the crucial transition from founder to leader.
The elation of launching a business can quickly morph into the overwhelming responsibility of leading a team and scaling your vision. This transition from founder to leader presents a new set of challenges for all entrepreneurs, but for females, these hurdles can be amplified by ingrained societal biases and a lack of female role models.
Many female founders grapple with imposter syndrome, a feeling of inadequacy despite their achievements. This can hinder their confidence in decision-making and leadership abilities. Research by Harvard Business Review suggests that women are more likely to attribute their success to external factors, while men tend to credit their own skills. Building self-awareness and surrounding yourself with supportive networks can be crucial in overcoming this hurdle.
The business world is often perceived as a male domain, leading to unconscious bias against female leaders. A study by PWC found that women are less likely to be seen as possessing the decisive and assertive qualities traditionally associated with leadership. This can make it difficult for them to command respect and authority, particularly from more senior male colleagues.
As teams grow, maintaining a clear company culture and vision becomes paramount. Female founders often bring a unique perspective to the table, focusing on collaboration, empathy, and work-life balance. However, ensuring these values are ingrained in the company culture as it scales can be challenging, especially when facing pressure to conform to more traditional, hierarchical structures.
As a company expands, female founders may struggle with delegation, fearing a loss of control or a perceived lack of trust in their team. Developing strong delegation skills and fostering an environment of shared responsibility is crucial for effective leadership. Prioritisation also comes into play – female founders often juggle personal and professional commitments, making it essential to learn how to manage their time effectively and prioritise tasks.
The initial stages of a startup are often fuelled by passion and a can-do attitude. However, as the company grows, establishing clear processes
Female founders often bring a unique perspective to the table, focusing on collaboration, empathy, and work-life balance
and procedures becomes essential for smooth operation and maintaining quality. Female founders, accustomed to the fast-paced, dynamic environment of a startup, may find this shift towards structure and bureaucracy daunting.
Perhaps the most well-documented challenge for female founders is access to funding. Research by the British Venture Capital Association reveals a stark disparity – for every £1 invested in UK startups, all-female founder teams receive less than 1p, compared to 89p for all-male teams. This funding gap stems from several factors:
Unconscious Bias in Investment DecisionsVenture capitalists are predominantly male, and unconscious bias can influence their investment decisions. Studies suggest that investors are more likely to fund businesses led by people who resemble themselves, leading to a preference for male-led startups.
Lack of Female Investors - The scarcity of female investors creates a vicious cycle. With fewer women in positions of power within the investment world, there are fewer champions for female-founded businesses.
Pitching and Negotiation ChallengesFemale founders may face different expectations in the pitching process. Research by Harvard Business School suggests that investors perceive pitches from women as less ambitious and growth-oriented than those from men. This can make it harder for them to secure funding.
Despite the challenges, the landscape for female founders is evolving. Here are some encouraging developments:
Venture capitalists are predominantly male, and unconscious bias can influence their investment decisions
The Rise of Angel Investors: More female angel investors are emerging, providing crucial early-stage funding for female-led startups.
Support Networks and Accelerators: A growing number of organisations, coaches and consultants offer mentorship, training, and networking opportunities specifically for female founders.
Increased Visibility: Media coverage and high-profile female entrepreneurs are helping to shatter stereotypes and inspire future generations.
Conclusion
The 'Glass Ceiling' was always seen as the barrier women in corporate life had to break through. Sadly, this still exists, but more women are making the decision to create their own destiny by starting their own businesses in order to achieve more control, flexibility and independence. However, we have seen that they still experience challenges. By acknowledging the challenges they face and working towards solutions, we can create a more equitable and supportive environment for women in entrepreneurship.
