You know that friction in a Customer Experience is a problem that needs fixing. However, do you have that same perception of workplace friction?

If you feel the friction at work, you probably do. But if you don't, you likely think little of it, if at all. Doing work for money requires a certain amount of friction, right?

However, if the friction impacts employees and decreases employee morale, it can be a significant problem. One might even say it is a problem worth fixing.

In this episode, we delve into workplace friction and its impact on employee productivity and morale with Christophe Martel, founder and CEO of FOUNT. Martel, an expert in eliminating workplace friction, shares his insights on how reducing friction can transform employee experience, leading to happier and more productive teams.

We define workplace friction as anything that makes it harder for employees to do their jobs. This friction manifests in various ways, such as messy interactions, poor intra-company team collaboration, lack of established rules, and inadequate systems for settling disagreements. While most companies recognize friction in Customer Experience is detrimental, many organizations overlook its impact on employees.

Martel explains that workplace friction is an evolving concept that varies from person to person. Unlike organizational friction, which slows down processes company-wide, work friction is more acute and usually affects frontline employees. It often arises unintentionally from policies or changes designed to meet departmental goals, complicating interactions for customer-facing staff.

FOUNT addresses structural friction by identifying and resolving issues through data collection and analysis. By understanding employees' specific tasks, FOUNT helps organizations implement solutions that improve productivity and morale. Martel emphasizes that solving work friction leads to happier employees and yields operational benefits, making the company more efficient and profitable.

One key takeaway is that productive employees are long-term employees. Contrary to the popular belief that people leave managers, Martel argues that they leave because of work friction. Managers often absorb friction for their teams but lack the authority to make systemic changes. As a result, friction becomes ingrained in company processes, persisting even when everyone acknowledges it doesn't work.

Martel advocates for open communication between frontline employees and senior managers to identify and address work friction. He also highlights the potential role of AI in reducing friction, though its effectiveness depends on user adoption. AI tools can help when properly deployed based on insights from work friction data.

We discuss why addressing work friction requires a clear understanding of its causes and a commitment to making systemic changes. We also hear about how Martel's approach with FOUNT demonstrates that reducing friction can significantly improve employee satisfaction, productivity, and overall company performance.

Listeners will also learn:

• How to identify different types of workplace friction

• The importance of data in understanding and resolving friction

• Examples of structural friction and how to address them

• The role of managers in mitigating or exacerbating friction

• The potential impact of AI tools on workplace productivity

• Practical steps for fostering open communication and gathering actionable insights from employees

• The financial benefits of reducing work friction in large organizations

Customers can tell you why they do something, But they might be wrong.

It's not that customers are stupid. No, it is quite the contrary. Customers' thinking and decision-making are complicated; multiple things happen simultaneously.

Sometimes, the reason customers do things is hidden, even from the customers themselves. In our penultimate masterclass episode, we explore how you can get at these hidden motivations when designing a Customer Experience that surprises and delights customers.

In this episode, we delve into the hidden motivations of customers, particularly focusing on Confirmation Bias. This bias is a psychological tendency in which people seek information confirming their beliefs and discount contradicting them. It plays a crucial role in customer decisions, often without them even realizing it.

For example, one significant influence is the desire to be right, to see oneself as competent and knowledgeable. Confirmation Bias stems from this need, as people seek information that validates their opinions and disregards contrary evidence.

This bias manifests in various ways. One is brand loyalty.

For example, Apple enthusiasts might blame themselves for device issues rather than consider a fault with the product. This self-blame reinforces their loyalty, even if the product doesn't work perfectly. Similarly, loyal users of the social media platform X (formerly Twitter) overlook its problems to maintain their positive view of the service.

Confirmation Bias is also evident in political beliefs. Studies show that exposure to opposing viewpoints makes individuals more extreme in their views rather than moderating them. This reaction occurs because engaging with opposing views requires more cognitive effort and emotional resilience, as it threatens one's sense of being right.

In business, Confirmation Bias occurs when companies resist new findings that contradict their existing strategies. For instance, in our Emotional Signature® research, organizations often find that the real drivers of customer satisfaction differ from the assumptions. While these insights are valuable, accepting them is challenging because it feels like the organization must admit to past mistakes.

Recognizing and addressing hidden motivations is essential for businesses, so tune in to gain insights into the complex world of customer motivations and how to leverage these understandings for better business outcomes. We will explain why it is crucial to go beyond surface-level feedback and analyze customer behavior to uncover these deeper drivers.

In this episode, we also discuss:

• The role of evolutionary psychology in understanding customer motivations.

• Techniques for uncovering hidden customer needs.

• How Confirmation Bias affects brand loyalty and customer satisfaction.

• The impact of cognitive effort and emotional resilience in accepting opposing views.

• Strategies for supporting customers in justifying their purchases.

• The importance of being open to new information and challenging one's own biases.

Sanjay Patel faces a challenge many of us can relate to: how to get senior executives to buy into your program.

Dealing with senior management can be nerve-wracking, as I learned twenty years ago when my heart rate spiked during a presentation to the CEO and C-suite. Today, I've mastered strategies for these situations.

In this episode, we discuss how to deal with them effectively and get what you want.

For example, it starts by being confident in your knowledge. Senior executives are usually clever and ambitious, knowing a lot about various topics but often not much about Customer Experience (CX). When discussing CX or any program you are knowledgeable about, remember they can learn from you. They wouldn’t talk to you otherwise. Respect your expertise and believe in yourself. If you don’t believe in your ideas, why should they?

So, yes, confidence is key, but avoid being overly technical or jargon-heavy. Overcomplicating your message can make you seem like you’re covering for something. Instead, align your message with what the CEO cares about most. For example, if the CEO is focused on cost-cutting, explain how your CX program can save costs. Understanding and addressing their needs will help you get through to them.

You should also keep your questions simple. Surprisingly, the higher you go in the management chain, the simpler the questions should be. Simple questions like "What experience do we want to deliver?" engage the senior team effectively. Avoid complex questions that convolute your message. Being clear and relevant is more important than appearing clever.

Additionally, using examples from within the organization or from customers helps illustrate your points effectively. Personal stories make your message digestible and relatable. For instance, Colin always asks his clients to think about a good or bad experience they had recently. By asking your audience about their own good or bad customer experiences, you can help them understand the importance of emotions in CX.

Finally, senior management values opinions. When asked, state your opinion clearly and respectfully. And be straightforward; senior management can easily detect dishonesty.

Today’s episode explores how to convince senior management to support your program. . Ultimately, persuading senior management is a sales job. So, we talk about how to sell your idea by meeting their needs.

In this episode, you will also discover:

• How to frame your expertise in a way that resonates with senior executives' priorities.

• Techniques for simplifying complex ideas to ensure clarity in communication.

• The importance of aligning your proposals with the company's strategic goals.

• Methods for using storytelling to make your case compelling and memorable.

• Strategies for addressing tough questions with confidence and transparency.

• Ways to gather and present evidence that supports your proposals effectively.