Building relationships beyond CX: 3 tips for collaboration

Collaboration and communication are vital aspects of any successful business strategy, not least in customer experience (CX). As a CX leader, it is imperative to establish strong relationships with colleagues from other departments such as finance, IT, data, HR and marketing to ensure the smooth and successful implementation of projects and new ways of working.

In this article, we explore three tips to help CX leaders foster collaboration outside their department, while effectively conveying the importance of customer experience and gaining buy-in for initiatives.

Tip 1: Understand the perspectives of your colleagues

When collaborating with colleagues from different departments, take the time to understand their priorities and perspectives. When each conversation is approached with a genuine curiosity about each party’s goals, challenges and expectations, not only does that help establish a foundation of mutual respect, but it can also offer additional and diverse insights for rolling out the initiative.

Look to appreciate the objectives and key concerns of the department you are collaborating with, and how CX initiatives can align with their goals and contribute to their success. Also, seek opportunities for open and honest dialogue to learn about their pain points and potential areas of synergy. Do not dismiss their ideas and suggestions, rather appreciate them to foster a collaborative atmosphere and sense of ownership among all stakeholders.

Do not assume that other departments fully comprehend the value and impact of CX initiatives. Instead, take the time to explain how CX aligns with their objectives and benefits the organization as a whole.

Where colleagues’ concerns or challenges are raised, explore them. They may help to uncover an obstacle that could be avoided with foresight.

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Tip 2: Communicate the broader value of CX

Effectively communicating the importance of CX is vital for gaining buy-in from colleagues outside the CX team or service department. To articulate the value of CX projects and initiatives, leaders should first be clear on the tangible benefits and outcomes and how they align with the objectives of other departments.

Clearly articulating the direct impact of CX on business outcomes using relevant data is just the starting point. Case studies supported with hard numbers – such as NPS gains or revenue growth – will help to encourage buy-in.

Similarly, demonstrating how CX initiatives can mitigate risks or solve specific business pain points can create a compelling story for colleagues. This can support your case if leveraged to highlight the long-term benefits of CX investments and emphasize the positive impact on customer retention, brand reputation and market differentiation.

Technical jargon or CX-specific terminology can alienate colleagues from other departments so try to avoid this. Instead, use language that resonates with their goals and objectives. If you can avoid presenting CX as a standalone initiative that will help too. Instead, emphasize how the project aligns with and supports the organization’s strategy, showcasing its potential impact on multiple departments.

Tip 3: Collaborate on budgeting and project launches

Finance and budgeting are critical to CX projects. Collaboration will help you create a compelling business case that outlines the financial and non-financial benefits, including the intended ROI associated with CX projects. Collaboratively establishing clear milestones and timelines that align with other timetables colleagues are committed to, will ensure their active participation and support throughout the implementation process.

Therefore, collaboration with finance, IT and other departments from the outset is crucial to securing necessary resources and support. Involve these teams early in the planning phase and seek their input and expertise to ensure the feasibility and cost-effectiveness of CX initiatives.

Try to avoid presenting your CX project as solely focused on enhancing the customer experience without addressing the implications for other areas of the business, in particular the financial implications. Excluding other departments from project planning discussions or decisions is likely to have a negative impact, whilst involving them from the beginning will foster a sense of shared ownership and accountability.

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Key takeaways

The role of any CX leader extends beyond the confines of their own department.
In short, it requires:

• A deep understanding of the perspectives and priorities of colleagues across the organization.
• Effective communication of the value of CX initiatives.
• Close collaboration on budgeting and initiatives.

By creating a culture of collaboration, CX leaders can ensure customer experience is not just a departmental goal, but a shared organizational objective that drives business success.