The most successful CX leaders see themselves as catalysts, not crusaders.
They don't bombard people with data on the value of CX or preach that good CX is just "the right thing to do." They don't beg, cajole, shame, or try to force anyone to do CX-related work.Why not? Because they know it won't work.
Crusading can drive short-term action but when you take the pressure off, most employees revert to their old ways. That's why so many CX programs fall apart when their executive champion leaves.
Catalysts drive action more organically.
Rather than tell anyone what to do, they put people in situations that make them want to work on CX projects because they themselves think it's the best path forward. We're always more excited to do something if it's our idea!
In this book, Wharton professor Jonah Berger offers tips on how to be a catalyst - to spark action amongst your own stakeholders. Our discussion will focus on:
-- Why the catalyst approach is particularly critical in CX work
-- Stories of how this approach has worked to advance real CX transformations
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