The reverse is equally true. The negative energy that circulates in an organization always finds its way to the client. Not always in obvious ways. Sometimes just in a slightly less engaged tone, a slightly more mechanical response. But the client feels it.

Creating the Right Conditions Rather Than Monitoring Outcomes

The temptation for many leaders is to manage client experience by adding controls: more checks, more procedures, more dashboards. That is not necessarily the wrong instinct. But it is not enough.
The real lever is not only in the processes. An employee who feels proud of the organization, who understands how her contribution connects to client satisfaction, who receives recognition when she does good work: that employee does not need to be reminded how to treat a client.

Employee Experience as a Business Strategy

In a difficult economic environment, investing in employee experience can become a secondary priority. Margins tighten. Teams shrink. The organizations that will come through these periods successfully will be those that protected what is hardest to rebuild: their teams’ trust in the company.
The data we observe at Lanla confirms it: a 1% improvement in employee engagement translates into approximately 5% improvement in client experience. That is not an abstract number. It is the direct link between what your team experiences and what your client experiences.

An environment where inspiration, ideas, and innovation can emerge is what we seek to create for our clients and our employees.

Hélène Héroux is President and CEO of Lanla inc., which she has led since founding Publipage inc. in 1996. For 30 years, she has helped companies grow.