When Maegan Murphy’s clients are celebrating the birth of a child, or toasting a graduation or mourning the death of a family member, she knows about it.
Murphy isn’t being nosey. She’s simply following a rule she’s learned over time: That to establish great relationships with her clients, she needs to go deeper than just talking business.
“I think this goes without saying, but the personal connection that you have with your clients is what will help you dazzle them,” Murphy, the VP of client engagement at Everspring, said. “Knowing what is happening in your clients’ lives is of the utmost importance to maintaining stellar relationships.”
Pre-2020, much of this could easily be accomplished in person with some purposeful small talk. But with the pandemic’s virtual takeover, Murphy and others in her position have had to make adjustments.
Even with all of the unpredictability in the last year, at Everspring, an edtech company that partners with educational institutions to design and scale online programs, Murphy said she’s remained true to one of her credos.
Be accessible.
“My clients always know that I am available via email or phone to answer questions, help them flex or adjust current strategy,” she said. “I speak to my clients every week to ensure that we are on track or can pivot quickly to added deliverables.”
Built In Chicago spoke with Murphy to learn more about how she strives to exceed her customers’ expectations.
How has your team developed specific benchmarks for customer success or satisfaction?
This year has been unprecedented in its lack of customer-facing availability. Setting customer expectations in the absence of face-to-face meetings means establishing trust and respect with your client.
At least two times a year, we debrief our clients on actions and results within the last reporting period. We provide these findings, whether they’re good or bad, as a discussion point to help plan for the upcoming period. This transparency into the biannual operations allows clients to give feedback and commentary on upcoming initiatives. The open forum helps to guide annual plans and provides a point of follow-up.
With the inability to visit in person, it is so important to understand what clients are experiencing.’’
What's one thing you do regularly to go above and beyond for your clients?
Being accessible. My clients always know that I am available via email or phone to answer questions, help them flex or adjust current strategy. I speak to my clients every week to ensure that we are on track or can pivot quickly to added deliverables. With the ever-changing climate, they and we need to be adaptable and fluid regarding their needs. Beyond the regularly scheduled calls and meetings, a quick personal note or email creates an ongoing relationship that leads to a deeper understanding of current pain points and pressures that aren’t always uncovered in strategic meetings. With the inability to visit in person, it is so important to understand what clients are experiencing.
What's one piece of advice you have for people in customer-facing roles who are looking to really dazzle their clients?
I think this goes without saying, but the personal connection that you have with your clients is what will help you dazzle them. A graduation, birth of a child, death of a family member — knowing what is happening in your clients’ lives is of the utmost importance to maintaining stellar relationships. Of course, a well-run operation and strong results are what pay the bills. That should never be forgotten, but the personal relationship is key.
And don’t ever forget your internal clients! The internal teams that create all of the deliverable products often get forgotten in client-facing roles. Without their hard work and dedication, you’ll miss some key deliverables. Your internal teams are often the unsung heroes of client-facing interactions. Sing their praises from the highest rafters every chance you can get.
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