MyNoiLab for organizational development – The entrepreneurial mindset
February 24, 2020
What are the conditions for a Mystery Coaching® project to be effective? Willingness of the organization to keep the people who deal with customer relations at the centre; awareness of the need for undercover monitoring of the service provided; willingness of the organization to transform organizational awareness into continuous improvement made of consistency, continuity of training interventions, coaching and valuable feedback to those who determine the company’s result.
The first prerequisite for carrying out an effective Mystery Coaching® project is to be found in the will of the top management, and then extended to the entire company, to generate the conditions for the constant and concrete development of its organization. In particular, a strong belief that people are the strategic point of investment is essential, as well as the belief that service is a crucial variable of the business.
Companies in which the ‘how’ the relationship takes place and the treatment of customers determines the added value of their business are ideal candidates for a Mystery Coaching® project, regardless of the type of activity they carry out.
The second assumption is the awareness of the need for external monitoring of ‘what’ is happening in the customer relationship. Monitoring that is not exclusively carried out to verify and evaluate (inevitable in complex contexts structured with networks of activities distributed over huge territories), but above all to extract and detect concrete elements for transformation into action plans for improvement. A Mystery Shopping/Audit/Client survey offers the customer’s perspective with respect to the relationship process (and eventual sale of a product/service) in an objective manner, with data that reflects human behaviour. The knowledge of the activity through the external eye provides a strategic perspective, close to the customer experience in which the investments of companies are concentrated and similar but not identical to the surveys on customer needs (which are for subjective and personal nature), but above all a mapping of the daily functioning and the evidence of the organizational problems that lie behind the service.
The third prerequisite, not least in order of importance, is the concrete translation of the concept of ‘continuous improvement’ into constant, measurable, and mutually coherent actions. An internal and external communication strategy linked to operational and turnover drivers, cyclical undercover monitoring operations of the quality of service provided, the continuity of coaching and training interventions with salespeople who directly interact with the customer. A company whose business focuses on the customer experience and focuses on service must consider as central the people who work in contact with the customer, returning organizational well-being, rewards and bonuses on results.
