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For customer experience efforts to become valued and considered critical to driving growth they must rise above the fray of being defined as problem solving or chasing survey scores. The work must be defined as building your customer-driven growth engine, with the CCO role as the architect of that engine.

From being a practitioner in the rinse and repeat cycle to coaching CCOs and the C-Suite, I knew I had to find a way to break that cycle. To create a system that shows a clear and simple connection to a return on investment, and gives the CEO that legacy that he or she wants to leave as their mark. That system is these five competencies that will, over time, build your customer-driven growth engine.

The 5 Customer Leadership Competencies connect to growth. They deliver constantly updated information to unite leaders on the most impactful customer priorities, and they shift attitudes from chasing survey scores to caring about and improving customer lives to earn the right to growth.

Here are the benefits of this five-competency business engine:

● They establish the connection to business growth. The five competencies elevate customer experience efforts from getting a score to ‘earning the right’ to growth.

● You build them at your own pace, with actions that are most potent for your culture, your leaders, and the company's ability to take on the work within each competency.

● They build an engine analogous to the familiar process of product development, with distinguishable steps and metrics and performance requirements. These five competencies provide an equal discipline for focused customer experience development.

● They drive a one-company focus on customer experiences by uniting leaders in investing in the most impactful priorities. Competency five, for example, builds a monthly process (called a customer room) to step people into the shoes of the customer, uniting the company to focus on a few critical actions rather than having every silo choosing many tactics separately from one another.

● They specify actions that demystify the role of the customer leadership executive (CCO, CXO, etc.). The role becomes clear, as architect and facilitator of the engine, uniting leaders to make decisions that improve customers' lives and lead to business growth.

I call these Customer Leadership Competencies because they define the behavior of world-class organizations focused on customers and employees. They impact how these organizations decide to grow, how they lead in unison, how they identify and resolve issues, and how they collectively build a one-company experience.

Below is an introduction of the five competencies that will comprise your customer-driven growth engine. Later in the book there is a full chapter on each competency, along with tools to help you to customize your version of these competencies for your organization. These are:

● Action Lab: Tools and templates to immediately put into use.

● My Rock, My Story: CCO stories on how they united leadership, worked through challenges, and achieved success.

Based on working as a practitioner, and with clients around the globe for over thirty years, here is the real-world approach for how to integrate the discipline and role of customer experience leadership into your operation. Here are the five competencies that define the Chief Customer Officer role and require engagement of the executive team and organization to make them a success.

In Competency 1, the work is to align leaders to make a defining performance metric – the growth or loss of the customer base. The purpose is to shift to a simple understanding of the overall success achieved when a company earns customer-driven growth.

Customer Asset Management is to know what customers actually did to impact business growth or loss versus what they say they might do via survey results.

For example: how many new customers did you bring in this quarter, by volume and value (power of your acquisition engine); how many customers were lost this quarter, by volume and value (power of the experience and value perceived); how many increased their purchases; and how many reduced their level of engagement with you? The key here is to express these outcomes in whole numbers, not retention rates, so the full impact is understood – these numbers represent the lives of customers joining or leaving your company.

This connection can be explained and accepted by your board of directors. And it gives your executives a platform from which they can personally talk about this work, take ownership of it, and connect it to business growth.

The role of the CCO is not to build and then ‘pitch’ these metrics to the C-Suite. It is to unite leaders in establishing customer asset metrics and customer growth behaviors that they will stand behind as a united leadership team. And it is to work to build the engine with them to enable the data so that this information is recurring and refreshed to drive business decisions.

What this means is to know and care about, at the executive level, the shifting behavior within your customer base that indicates if their bond with you is growing or shrinking. And, importantly, it's about engaging your executives in caring about the “WHY?” Why did customers stay or leave, buy more or less, or actively use your products or services more or less?

With this book, you'll be able to start the conversation with your leadership team and engage them in building your version of customer asset metrics. You will be able to engage them in building your company's version of this simple metric, and translating and communicating it across your organization, in a manner that connects to your operation and resonates with your employees.

Martin Hand is Chief Donor/Customer Officer at St. Jude Children's Research Hospital, where he is responsible for the overall donor experience, contact center operations, and donor account processing functions. Martin was previously Senior Vice President of Customer Experience at United Continental Holdings.

It takes $2 million per day to operate St. Jude Children's Research Hospital to help save children's lives. Donors caring about these kids have contributed over 75 percent of those funds for more than 50 years. Without them we couldn't have pushed the overall childhood cancer survival rate from 20 percent to 80 percent. Therefore we want to connect all of our employees to the importance of how their work impacts donors' lives, and to find effective and simple ways to measure and discuss the growth or shrinkage of our donor base. Our goal is to elevate this donor-centric philosophy across the organization and make the donor experience a key part of how we measure our success.

What we find is that it is most powerful to combine story telling when we deliver this information. We will tell the growth of donors and how many we did not keep, and then we will challenge the organization with the impact of losing donors. We tell this story in both the number of lost donors and also in the value of the donor we lost – to show the potential future revenue of a lost donor.

We show explicitly the incremental growth that we would have if we kept 5 or 10 or 20 percent more donors. And then we attach that information to examples of issues that drive donors away. Now people's work is connected to growth and they have clarity about what they can do about it.

Competency 2 gives leaders a framework for guiding the work of the organization: requiring cross-silo accountability to deliver deliberate customer experiences. It unites the organization in building a framework for ‘earning the right’ to customer asset growth. The role of the CCO is to unite leaders and the organization in building a one-company version of their customer journey.

This means facilitating across the silos to unite them in the development, and understanding of the entire customer journey, versus the silo-based processes that dictate the customer experience (such as the sales process, marketing acquisition process, etc.). It includes focusing the organization on priority one-company experiences. And on changing the conversations from silo-driven conversations to collaborative conversations about customers' lives – their experiences across the journey they have with your organization. Over time, this will evolve leadership language to drive performance along the customer journey, driving accountability to journey stages, not only down silos.

As a result of competency two, questions about silo and project performance will shift to include accountability for customer life improvement. Your customer journey framework will provide a disciplined one-company diagnosis into the reasons behind customer asset growth or loss. And it will establish rigor in understanding and caring about priorities in customers' lives (The real power in journey mapping.)

With this book, you will be able to assess how you currently use your customer journey map as the framework to consistently drive company focus, in your customer listening, experience improvement, and planning efforts. You will learn how other CCOs have avoided the “shiny object” syndrome that journey-mapping is at risk of being today. And you will learn how to move mapping from a one-off activity to the beginning of a competency that drives business behavior.

Lesley Mottla was part of the management team that developed Zipcar's award-winning customer experience and technologies. She just joined LAUNCH, a start-up devoted to reinventing multichannel consumer experiences.

To get started with customer experience, we built a very simple high-level customer journey on one page so everyone could understand it. We call it our eco-system. Here's what's included: At the top are the activities and moments of truth customers go through, in the middle they are bucketed into high-level touchpoints, or stages as some call them. These are what we call “front of the house” – what customers see. Then below the stages are the “back of house” items – the things we have to unite on to deliver seamlessly to the front of the house. Presenting the visual on one page was very important for us in communications and creating understanding.

To build this map we started internally with our people, then we did a lot of observations with customers to build out the specific front-of-house components. When we started working on the micro-processes under these, we got more detailed. But starting here was important to build a one-company view of the Zipcar experience.

Then every year we would create a roadmap using the eco-system visual. Each year we would start with certain themes to focus on. Inside of each theme was the customer experience to be improved or heightened and why, the development, investment, and initiatives. This also included the financial impact and cost to the operation.

We used this singular format consistently every quarter and prior to planning to align and focus and make the work real and tangible.

Competency 3 unites your organization to build a one-company listening system that is constantly refreshed to tell the story of your customers' experience, guided by the customer journey framework. Feedback volunteered from customers as they interact with you, survey and social feedback, ethnography, and other sources of gathered input are assembled into one complete picture, presenting customer perception and value, stage by stage. This alignment of multiple sources of feedback focuses and galvanizes the organization to focus on key areas of improvement connected to customer growth, driving greater results and greater understanding of this work.

The role of the CCO is to engage leaders and the organization to want to be a part of one-company storytelling to unite decision-making and drive cross-company focus and action. That's why I call this competency as building a customer ‘listening path.

With this book, you'll be able to evaluate your current listening system to determine how to evolve to the comprehensive customer listening path of competency two. This will enable you to utilize multiple sources of information to move your company past survey-score addiction, to customer experience storytelling – prompting caring about customers' lives, and improvements that earn the right to growth.

Graham Atkinson, is Chief Marketing and Customer Experience Officer at Walgreens, the largest drug-retailing chain in the United States, with responsibility for the full customer experience/relationship, including loyalty.

What I first encountered at Walgreens was that the stores were receiving a simplistic survey report with results by store. Often it gave them results from only 20 to 30 customers with only the survey score numeric. There was very little if any commentary behind the score. They might receive a few ad hoc comments. As you could guess, from these results, store managers could easily explain or rationalize bad results away.

Then, in our leadership meetings, we had a monthly report-out from sales and marketing. In this meeting there were just two lines of information reported on that applied to customers: the exit store survey results and the competitive results. One meeting's discussion on these results elicited an almost cathartic conversation, which opened the door to change.

We didn't really understand what this customer number meant or the impact. One of the first things we did to put meat on the bones of this information was to understand what we had in terms of tools and processes and start to build out a robust listening system with understanding and meaning behind the data we were gathering.

Within my first six months, we rebuilt our approach to give each store higher response rates with more credible feedback that was harder to refute, we built a program to identify how each store was performing to encourage a friendly horse-race among stores, and we did the heavy lifting for store managers to identify a few key things per store to focus on.

Over time, we created a central repository of multiple categories of listening feedback and turned it into a consistent scorecard on business performance. We also looked at behavioral loyalty so we could connect to improvements that would drive a return on investment. With analytics we were able to show how behaviors changed over time and how we needed to achieve different results to achieve customer-buying patterns that drive growth. Importantly, this was not just a rudimentary part of our leadership meetings – but presented as important as the report-out of financial results.

Competency 4 builds out your “Revenue Erosion Early-Warning Process.” We need leaders to care about operational performance in processes that impact priority moments in your customers' journey with you. These are the intersection points that impact customer decisions to stay, leave, buy more, and recommend you to others.

This is where you build your discipline to know before customers tell you if your operation is reliable or unreliable in experience delivery in the moments that matter most. The role of the CCO is to drive executive appetite for wanting to know about these interruptions in customers' lives, simplifying how they are delivered, and facilitating a one-company response to these key operational performance areas. It is to facilitate the competency of building a deliberate process for customer experience improvement that rivals the clarity and processes that most companies have for product development.

With this book, you will be able to evaluate how proactive your efforts are today in uniting leadership focus to identify and provide resources to improve priority customer experiences. You will receive information so that you can engage leaders in working with the silos to pull out the few critical metrics they should care about with as much rigor as they care about achieving sales goals. And you will gain a perspective from CCOs on how they built a path for embedding the competency of focus, capacity creation, and reward for one-company experience improvement.

Lambert Walsh is Vice President and General Manager at Adobe, where he leads Adobe's efforts to retain and grow long-term relationships with customers and partners across all segments and lines of business. He has led customer success at Adobe since 2007.

At Adobe, we now have performance indicators that leaders across Adobe are accountable to, that build a connection between core system performance and delivering exceptional customer experiences with our services. Typical Software as a Service (SaaS) operational metrics around availability and uptime remain important, but they are internal metrics about how we are doing. Additional quality of service indicators will measure how we are performing in relation to what customers need in real time. For example, we may see that a system is up and running but a subset of customers may be experiencing disruption in performance, impeding tasks they want to perform. When we look at only the traditional system performance we risk getting a false positive of our performance and the customers' experience. With additional measures that reflect exactly what customers are seeing we can make adjustments in real time to ensure that we deliver the best experience possible.

This is your “prove it to me” competency. For this work to be transformative and stick, it must be more than a customer manifesto. Commitment to customer-driven growth is proven with actions and choices. To emulate culture, people need examples. They need proof.

Culture must be proven with decisions and operational actions that are deliberate in steering how a company will and will not treat customers and employees. Competency five puts into practice united leadership behaviors to enable and earn sustainable customer asset growth. It focuses them on what they will and will not do to grow the business.

The role of the CCO is to work with the leadership team in building the consistent behaviors, decision-making, and company engagement that will prove to the organization that leaders are united in their commitment to earn the right to customer-driven growth.

You must move beyond the customer manifesto and translate the commitment to actions that people understand and can emulate. That's what competency five helps you to accomplish for your organization. In this book you will receive specific examples of a set of leadership actions that are foundational for the success of a customer experience transformation. And you will be provided with examples from chief customer officers on how they united their company's leadership in these critical actions. You will have the information to determine how to engage as a leadership team and where the critical roadblocks are that you must tackle.

Tish Whitcraft is Chief Customer Officer at OpenX, responsible for the partner experience and all revenue growth and retention. OpenX is a global leader in web and mobile advertising technology that optimizes the economic potential of digital media companies through advertising technology.

In a lot of organizations we put too many rules, policies, and frameworks in place, thinking that these will make a scalable experience. But a scalable experience occurs when we begin giving people the ability to make the right decisions. At OpenX, for example, we learned that we had to give account managers permission to make decisions to grow and scale the business.

One of the things we did was to simply begin having regular weekly meetings with account managers to enforce and go through specific customer issues they were having. We'd have them recommend what they thought should be done – and then give them the authority to just do it. Simple, right? But somewhere along the way someone didn't give them permission to make decisions. So they thought that was a rule they had to follow. And they stopped taking action and started asking first. And that got in the way of solving customer issues and creating value. It impeded growth and our ability to scale.

We also work deliberately to show customers that we have confidence in our own people and trust their decisions. We are always in meetings with customers – so we showcase their account manager as the one who owns the decisions on the account. If we make them get approval on everything – then the customer will see their account manager as a paper pusher they have to go around to get a decision.