Lauren Wood

We know inherently that if an employee has a great experience at their job, they're more likely to stay. But it's not always easy to be able to say, if we do this, we will have this revenue impact. And I'm sure that your customers wonder this. So how do you approach that topic?

We know inherently that if an employee has a great experience at their job, they're more likely to stay. But it's not always easy to be able to say, if we do this, we will have this revenue impact. And I'm sure that your customers wonder this. So how do you approach that topic?

Well, the thing about experience in general, whether it is inside the organization or outside of the organization, is it is complex in nature. And it is also emotional. It is not something that we can draw a direct line to revenue as we can if we say, we're going to have X number of sales calls this month, and that's going to drive X amount of revenue. It's not a simple equation.

Well, the thing about experience in general, whether it is inside the organization or outside of the organization, is it is complex in nature. And it is also emotional. It is not something that we can draw a direct line to revenue as we can if we say, we're going to have X number of sales calls this month, and that's going to drive X amount of revenue. It's not a simple equation.

Well, the thing about experience in general, whether it is inside the organization or outside of the organization, is it is complex in nature. And it is also emotional. It is not something that we can draw a direct line to revenue as we can if we say, we're going to have X number of sales calls this month, and that's going to drive X amount of revenue. It's not a simple equation.

And so I think it's really fascinating how you're acknowledging the complexity, but also the fact that we need transparency in seeing where our efforts are going and how they are driving the business forward and the ways the business wants to grow. And I think it's one of the reasons why experienced leaders, one, tend to be quite siloed, but two, have a difficult time really communicating the

And so I think it's really fascinating how you're acknowledging the complexity, but also the fact that we need transparency in seeing where our efforts are going and how they are driving the business forward and the ways the business wants to grow. And I think it's one of the reasons why experienced leaders, one, tend to be quite siloed, but two, have a difficult time really communicating the

And so I think it's really fascinating how you're acknowledging the complexity, but also the fact that we need transparency in seeing where our efforts are going and how they are driving the business forward and the ways the business wants to grow. And I think it's one of the reasons why experienced leaders, one, tend to be quite siloed, but two, have a difficult time really communicating the

to the key stakeholders in the business, why it's important to invest in more experience led initiatives or human led initiatives that we all know will help the business, but it's just hard to draw that direct line.

to the key stakeholders in the business, why it's important to invest in more experience led initiatives or human led initiatives that we all know will help the business, but it's just hard to draw that direct line.

to the key stakeholders in the business, why it's important to invest in more experience led initiatives or human led initiatives that we all know will help the business, but it's just hard to draw that direct line.

And so I'm curious when you create the return on experience, when you go into an organization and you're presenting that, is it bespoke to the individual business and the metrics that you're pulling together to really create that number? Or do you have a general, maybe templated approach that you kind of always apply?

And so I'm curious when you create the return on experience, when you go into an organization and you're presenting that, is it bespoke to the individual business and the metrics that you're pulling together to really create that number? Or do you have a general, maybe templated approach that you kind of always apply?

And so I'm curious when you create the return on experience, when you go into an organization and you're presenting that, is it bespoke to the individual business and the metrics that you're pulling together to really create that number? Or do you have a general, maybe templated approach that you kind of always apply?

What would you recommend to our listeners? I mean, obviously, if they could work with you, that's great. But I think this is a... We're unpacking a problem that I know so many CX leaders and also HR leaders struggle with in really being able to communicate the impact of what they are doing. And where do we start? How can we start to really...

What would you recommend to our listeners? I mean, obviously, if they could work with you, that's great. But I think this is a... We're unpacking a problem that I know so many CX leaders and also HR leaders struggle with in really being able to communicate the impact of what they are doing. And where do we start? How can we start to really...

What would you recommend to our listeners? I mean, obviously, if they could work with you, that's great. But I think this is a... We're unpacking a problem that I know so many CX leaders and also HR leaders struggle with in really being able to communicate the impact of what they are doing. And where do we start? How can we start to really...

communicate that impact and show the return on investment?

communicate that impact and show the return on investment?

communicate that impact and show the return on investment?