Posts Tagged ‘educate staff on net promoter’

What if you threw a party and nobody came?

What if you implemented a Net Promoter Score™ program and nobody bought into it?

What if you had a simple process to get your employees engaged in an NPS® program and keep them engaged?

Over the past year, I’ve trained a lot of company employees on Net Promoter Score, the Closed-loop concept and related applications. The employees were “assigned” to take the training with the intent that all employees would gain a basic understanding of the importance of NPS.

When facing these employees in a classroom setting, my first challenge was to address the “WIIFM” attitude – commonly known as “What’s in it for me?” The other issue was often “What’s this got to do with my department? We don’t work directly with customers.” It’s easy for senior executives at the top of the company pyramid to understand the big picture, the long-term horizon and how NPS can drive profit and growth. But is difficult when you’re at the bottom looking up to understand how you fit into the bigger picture.

And who can blame employees for being skeptical of yet another new training initiative? These could be the same employees who have lived through TQC, ISO 9001, 6 Sigma, Search for Excellence, One-to-One Marketing, Emotional Intelligence and Good to Great. Past experience drives future expectations.

So, how do you get the employees interested, engaged and committed? Here is a simple six step process that I’ve developed to ease the pain of implementing a NPS program.


Employees need to be actively recruited to the NPS program using the same marketing and promotion skills that would be used to acquire new customers. Identify the short and long term benefit of an NPS program and how it may impact their career, future and financial situation. Make it desirable.


The basic NPS concept is purposely designed as a “one size fits all”. However, it needs to be tailored specifically to fit the employees and their roles and responsibilities. You must show each employee and each department how they impact the customer experience. Make it personal.


Every company and department has a unique lexicon that is almost like a secret code. Re-word and re-phrase the NPS program so that is can be easily understood by everyone in the organization. Put it into words and terms that are commonly used around the office and on the factory floor. Make it relevant.


If you already have a list of employee performance metrics (and who doesn’t) review and reset them to reflect the objectives and outcomes of the NPS program. NPS performance metrics should focus on desired employee behaviours, so watch out for conflicts and contradictions in metrics. Don’t be afraid of tossing out the old, beloved metrics of days gone by. If they didn’t work then, they’re not going to work now. Make it real.


Implementing change is hard work and often a risky venture. If the risk of change exceeds the reward, employees may not want to take the plunge. Implementing an NPS program requires a commitment to change in the organization and culture. Recognize those employees with the fortitude to drive change and challenge the status quo. Reward them for their efforts and sing their praises when they are successful. Make it all worthwhile.


A two hour training session does not create an expert. A training manual does not result in commitment. Posters don’t drive change; engaged employees drive change. The tenets of NPS require constant nurturing and reinforcing through communications, review, examples, team meetings, celebrations and demonstrations of corporate commitment. NPS is a way of doing business, not a way of keeping score. Make it part of the company culture.

Implementing a Net Promoter Score program within your company can result in a tidal wave of change throughout the organization. But, that tidal wave of change starts out as a ripple of understanding and commitment from each and every employee.

You need all your employees to come to the party.

Keith Chapin is a Certified Net Promoter® Associate and Consultant with over 35 years of experience in research, marketing and customer insights. He can be reached at

Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld.