Leaders can help maximise user experience in a post-COVID world

A leader’s perception of the pandemic and its impact on the business, have become crucial to every organisation, says our guest author.

Trust is the cornerstone of how a brand will perform over the long run. Building trust matters way more than ever before. And, touchpoint experiences can go a long way in building trust towards a brand. Rome wasn’t built in a day, and the efforts to build a brand also take months and years, with a lot of investment from the founders and leaders.

The employees of an organisation can focus on the user experience (UX) and implement certain ideas only when they come from the top. This is where leaders can step in and make a difference. But first, we need to understand what UX is.

It is a term that has been used by marketers to define a business leader’s ability to meet consumer needs. This definition isn’t limited to what a consumer might want, but also features that make products and services unique and extra special.

For generations, leaders have played an integral role in different UX stages. Post-COVID, this has become a greater responsibility. Whether it’s the primary interaction with the consumers, decisions at every step or being creative with campaigns, leaders can bring in their unique experiences from the pandemic to guide employees and audiences towards a world of reassurance.

A leader’s perception of the pandemic and its impact on the business, have become crucial to every organisation. It’s more about turning adversity into creativity and making businesses ready for an enriching UX.

Ways in which leaders can maximise UX

Driving empathetic vision: Originally, a leader’s vision was based on what a consumer wants, in terms of his industry and the services he can provide. COVID has changed everything, and the vision had to be adapted more to what a consumer needs in times of crisis, rather than what he wants.

As the consumer satisfaction metrics changed, leaders also adapted to redefining customer care and coming up with visions that instilled trust in a brand for the long run. This wouldn’t be possible without the quick agility that most leaders displayed during this unprecedented phase.

Crisis management: For most leaders, crisis management is a common skill in which they need to excel. However, the pandemic brought in an adversity of a different level and empathy became a prerequisite for offering services.

It was essential to filter the messages and gauge their timing to ensure that a brand was not insensitive when consumers were vulnerable. Right after each COVID wave, it also became critical to take decisions around making the brand resilient and preparing it in a consumer care-focused way. 

Surviving a crisis also means finding ways to keep the organisation afloat over the long run, keeping in mind there could be similar crises and that could usher in long-term consumer behavioural shifts. The idea is to adapt and be quick to respond in a crisis, cutting costs and not cutting corners when it comes to sensitivity and empathy. 

Reimagining a new normal: It has been challenging for most leaders to reimagine a post-pandemic world. With the heavy economic impact, it’s essential to take tough decisions when required. This is where digital technology can be a boon.

Leaders can enhance UX by shifting most consumers online, building a social media presence and cutting costs in physical promotions. Those who have physical stores, might need to cut down on space and make it smarter, in terms of space. 

Coordination and robust team-building: Great consumer experience comes from treating employees well. It is not possible for a leader to take care of everything. So, the right amount of delegation is required to instill faith in employees and also help them grow over the long run.

There is no better time to learn than during adversities. It is also the time when employees need to rise to the occasion, following the footsteps of the leader. Just how empathy is important in ensuring consumer experience, it is crucial internally. 

During a crisis, it is necessary to ensure that the mental health of the employees does not suffer. Productivity comes from being sensitive and supportive of your employees, and it can go a long way in building a team with the right ethics. This, in turn, can ensure great UX and trust.

If there is one thing the last couple of years has taught us, it is that there is no greater superpower than resilience. It also means reinventing a brand and making the most of the lessons learnt during a challenging phase. 

Being a UX leader means donning multiple hats, being self-aware of your skills and also bridging all kinds of skill gap to offer the best experience to your users. For a leader, there is no greater satisfaction than ensuring his users keep returning to his brand.

The author is Neha K Bisht, founder & CEO of Blue Buzz. Her digital marketing agency is a member of afaqs! marketplace.