NPS BASICS AND BEYOND
Successful NPS Team Leaders Fulfill These Roles
NPS Program Roles and Responsibilities

Successful NPS Team Leaders
Fulfill These Roles

key takeaway

The role of the NPS program leader is to make it easy for all employees to understand customer needs and what is being done to satisfy them.

Best Practice

Long-term success in NPS program leadership means CX must be seen as a way of achieving a competitive advantage. This requires more external focus than we usually see.

Here is what we have seen as the defined roles and responsibilities of the more successful corporate NPS program leaders:

 

  • The NPS program leader should form and chair a company “CX leadership council” that includes the senior CX person from each major business and function. That’s because customer feedback will often reveal improvement requirements that no single department can address on their own. The council has to have the funding and skills necessary to drive a small number of cross-business improvement projects each year.
  • Working together on improvements requires common understanding of relevant processes and measurements. The CX leadership council should agree and fund basic CX training that all employees, even the most senior, should be required to take. (Our own All Hands On Deck online course is an example of such training.) Common understanding of what different terminology means and what measurement and improvement processes work matters a lot. 
  • Define the measurement and reporting standards across the company. By this we mean the basic core measurements. An example would be the standardization of the Net Promoter Score as the primary brand-level customer metrics. Reporting will sometimes include progress on purely operational metrics where it has been demonstrated that they are critical to customers and in need of improvement. It is of course entirely appropriate that individual departments may have additional CX metrics of their own. For example, a support organization may decide to standardize on the Customer Effort Score as a measure of their ability to resolve customer problems. 
  • Communicate strategy, initiatives and progress on a regular basis. This needs to be done both internally and externally, for example in quarterly financial reports. The work includes making it easy for senior leaders to talk about customer experience in a meaningful way. This means the CX leader should supply each leader with relevant speaking points about their own area of responsibility.

go beyond basic nps governance and accountability

A strong governance and accountability approach can help carry to your program from its beginning to more advanced operations and impact. Be sure your governance team understands that its remit includes continuing engagement with an evolving program over the long haul. Leverage your team to help navigate the challenges of building the data assets you’ll need to practically align your CX efforts to company strategy and outcomes. To get there, download our guide, take our comprehensive training course, or read about the future of NPS.

REPORT

The Complete Guide to NPS Basics and Beyond

TRAINING

Leading an Outcome- Oriented
CX Program

REPORT

The New NPS
Manifesto

REPORT

The Complete Guide to NPS Basics and Beyond

TRAINING

Leading an Outcome- Oriented
CX Program

REPORT

The New NPS Manifesto

ABOUT OCX COGNITION

OCX Cognition delivers the future of NPS. We ensure customer experience success by combining technology and data science with programmatic consulting. In our Insights section, we present a comprehensive and evolving collection of resources based on our research and expertise, collected for CX leaders committed to delivering business outcomes.