In Conversation: Jo Causon

There are a wealth of leading figures in the property, investment, finance and charity sectors and we want to speak to them about their work. If you would like to feature in this series, or to suggest someone who might, please get in touch through our contact us page or let us know on twitter.

Why not take a lucky dip into our In Conversation archives and discover:
Daniel Moylan, Deputy Chairman of Transport for London
Liz Peace, Chief Executive at British Property Federation
Gordon Innes, CEO of London & Partners

Today we speak with Jo Causon, Chief Executive of the Institute of Customer Service.

In one sentence, could you sum up your role as CEO for the Institute of Customer Service?
Raising and embedding the importance and impact of customer service to UK Plc by helping public and private sector organisations improve their performance and customer service to be seen as a profession.

And in one sentence, what does your organisation do?
We’re a not for profit , professional body whose key role is to lead customer service performance and professionalism, delivering high quality tangible and measurable benefits to all the organisations and individuals we work with.

Could you tell us about your background?
I’ve been fortunate to experience every point of the customer experience both in the public and private sectors, through roles in strategic marketing and brand management. In my recent past I was director of marketing and corporate affairs at the Chartered Management Institute. I spent eleven years in financial services and in my final role within this sector I was head of brand for Norwich Union . I have taken the learning from both not for profit and commercial organisations which has helped me greatly in my current role.

Where have you experienced the best customer service?
A cat adopted me, so I went to Waitrose to find out what cats eat, what they need. A lady in the pets section didn’t just recommend certain items, she engaged with me, took the time to understand my needs and then came up with a complete solution to my dilemma.

I like to eat out and the really good restaurants are those where the waiting staff take pride in their role and offer service that isn’t intrusive but delivers exactly the right level of attention and care. Seeing me as a valued customer rather than a table number.

What can businesses do to improve customer service?
Customer service should be a boardroom issue. Successful organisations will align their business and customer service strategies and plans and not view serving the customer as an add-on or a ‘nice to have.’ Those organisations that put customers at the heart of the business are not only more likely to survive the economic downturn, they are also better placed to flourish. And we can help improve that business performance by demonstrating the tangible return on investment and measurable impact of a positive customer experience.

What does a typical day look like for you?
I spend about 70% of my time with customers, talking to the media, meeting opinion-formers and business partners and presenting at conferences and seminars – so a fair bit of travelling. The rest of the time I’m with my team, supporting them, understanding the issues and challenges they face and working on the policies and practical solutions that will enable the Institute to communicate and deliver best practice across the membership network and the wider business world.

What are the main day-to-day challenges you face in your role?
Managing the here and now, making sure we are fit for purpose – but also ensuring we invest in the future and are constantly looking ahead. We’re a small organisation so I need to maximise our resources. We have a very broad range of members with diverse needs and expectations and I want the Institute to provide innovative solutions, support and inspiration. The recession is inevitably giving us all of us some major challenges, particularly as customers are becoming more demanding. But I view this as an opportunity to sharpen and focus our thinking –by making the customer experience a central and pivotal objective.

What is the most rewarding aspect of your role?
Without doubt, it’s seeing the people in the Institute develop and grow – solving problems, thinking laterally and coming up with creative and groundbreaking solutions that help our customers to prosper. I think it’s important to acknowledge and celebrate those individuals who have demonstrated their determination to succeed.

What is your most memorable moment or proudest achievement?
There’s no single event I want to highlight. It’s the small steps I’ve taken – and continue to take – in the right strategic direction. Knowing that the research we conduct, the benchmarking and accreditation services we provide are having an impact and making a real tangible difference to our customers. Hearing leading organisations talk about the improvements they are making to their practices and policies in order to improve the customer experience. And listening to key business leaders reflect on how improving customer service is giving them a distinct competitive advantage.

What is your favourite London landmark?
At least I’m being consistent – I haven’t got just one! I ‘m very fond of the Gherkin for its slick and proud design . I’m in awe of the Tower of London for the rich heritage and history it presents to visitors, tourists and Londoners. And I love the London Eye for the stunning views of the city that you can experience – on a clear day.