CX Spotlight – Mr. Stephen Essien • CXP Ghana

In the world of CX, there are countless unsung heroes making remarkable strides. In this edition, we shine a spotlight on Mr. Stephen Essien. We had the pleasure of getting to know him better, and his story may just inspire you to continue making a difference in your own way.

Profile

Stephen Essien has made profound impact over the last 25 years, developing business strategies and innovative projects that have enhanced profitability in sectors such as FMCG, telecommunications, and renewable energy. His career is distinguished by a commitment to improving quality of life and shareholder value, bringing fresh visions to the intrinsic value of products and services.

As an ICF accredited Professional Certified Coach and a seasoned corporate trainer, Stephen’s expertise spans over 18 years, particularly in telecoms and FMCG. Presently, he serves as the group CCO of Jibu Inc, a for-profit social enterprise focused on impact in Africa.

His experience includes leadership roles with multinational brands like Zain, Airtel, and Vodafone, where he has been instrumental in steering customer experience and corporate leadership. Stephen’s passion for transformative leadership and customer-centric strategies has seen him speak on international platforms, training thousands in sales, customer service, and leadership, underscoring his commitment to changing lives and enhancing business efficacy.

Can you describe your journey to your current role?
Ah, where to begin? Imagine this: a young, bright-eyed individual steps into the bustling world of call centers, armed with nothing but a headset, a winning smile, and an inexplicable enthusiasm for customer complaints. That was me, embarking on a voyage through the high seas of customer service, where the waves were high, and the customers… let’s just say, were often stormy.

My journey started in the trenches of a call center at Supra Telecom, where I quickly learned that the mute button was my best friend and that the phrase, “I understand your frustration sir or Ma’am,” could de-escalate almost any situation. It was here, amidst the cacophony of ringing phones and the endless sea of customer queries, that I discovered my passion for problem-solving and my knack for talking people down from the ledge of dissatisfaction.

As I navigated through the ranks, from a call center agent to a team leader, I amassed an arsenal of skills: patience, empathy, and the art of the peaceful negotiation with customers who were convinced that we were the root of all evil. It was a thrilling time, filled with the joys of hitting targets, winning a supervisor of the month many times and the occasional mystery of how certain calls ended up being routed to us in the first place.

Then came the leadership roles, where the plot thickened. Armed with my headset of leadership (figuratively speaking), I ventured into the wilderness of management just few months before Supra telecom decide to leave Ghana, and I hopped to E.Service, where I learned that running a call center was much like conducting an orchestra – except, every musician had their own opinion on how the symphony should go – we started from a 20 footer container – very interesting times.

But why stop at one call center? Driven by a mix of ambition and possibly a slight touch of madness, I have the opportunity to build not one, not two, but three call centers from scratch for Multinational businesses. Picture this: me, with a hardhat (not really, but it adds to the image), directing operations, designing floor plans, and somehow convincing talented individuals to join these ventures. It was like assembling a superhero team, but instead of fighting crime, we were tackling customer satisfaction scores.

Through it all, I’ve learned a few universal truths: coffee is the lifeblood of any call center, the best-laid plans often involve the most duct tape, and nothing beats the satisfaction of turning a dissatisfied customer into a brand advocate.

So here I am today, looking back on a journey filled with laughter, learning curves steep enough to be roller coasters, and the occasional existential crisis (usually on Mondays). I’ve gone from being the one who answers the calls to the one who dreams up the places where those calls are answered. It’s been a wild ride but ask me if I’d do it all over again, and I’d say, “Hold my headset, and watch this.”

What is your personal mantra or statement?

For Customer Experience – “Transform every customer interaction into an
opportunity to create an advocate”.
In Life – Embrace curiosity, pursue growth, and spread kindness.

Can you share your leadership style and its impact on success?

My leadership journey has been deeply influenced by observing and learning from a diverse array of leadership styles—ranging from the calm and steady to the assertive lions and the visionary eagles. This eclectic mix has shaped my approach, allowing me to adapt and tailor my style to the unique dynamics and needs of each team I lead. Over time, I’ve gravitated towards incorporating more calmness and emotional intelligence in my leadership, focusing on understanding and valuing each team member’s individual perspectives and feelings.

At the core of my leadership philosophy is, belief in the power of personal connections. I’ve witnessed firsthand the difference it makes when a leader genuinely connects with their team. This connection transforms the workplace dynamic, fostering an environment where team members are motivated to give their best not just because of the tasks at hand, but because of the trust and respect they have for the leader guiding them. This approach has been instrumental during my tenures at Supra, Zain, Vodafone, and Tigo, where establishing strong personal bonds enabled us to achieve remarkable successes and reach, if not surpass, our ambitious targets in the customer experience domain.

This personal connection, combined with a strategic blend of leadership styles, has been pivotal in navigating challenges and seizing opportunities. It’s facilitated creating teams, that are not only committed to the organization’s vision, but are also resilient, adaptable, and capable of achieving excellence. The impact on success has been clear: by fostering a culture of mutual respect, understanding, and shared goals, we’ve been able to execute projects flawlessly and achieve enviable targets across different companies.

My leadership style is characterized by adaptability, emotional intelligence, and a profound commitment to building and nurturing personal connections with my team members. This approach has not only enabled me to lead teams effectively across various organizational contexts, but has also been a key driver of our collective success, allowing us to set and surpass benchmarks in the customer experience space.

What are your thoughts on the state of customer experience (CX) in Ghana?

The state of customer experience (CX) in Ghana is at a crucial juncture, marked by both challenges and significant opportunities for growth and improvement. The influx of more exposed and discerning customers has accelerated the demand for superior customer experiences across various sectors, notably within the telecommunications, banking, and insurance industries. This demand signals a shift in consumer expectations, driven by global exposure and the increased availability of information, which places additional pressure on businesses to elevate their CX offerings.

While competition has indeed played a pivotal role in this transformation, urging companies to differentiate themselves through customer experience, it’s evident that the overall adoption and integration of CX principles into strategic priorities remain in infant stages. The critical need for a focused and intentional approach towards CX cannot be overstated. Currently, CX tends to be relegated to a lower tier of priorities within many management teams, an approach that may hinder not only customer satisfaction and loyalty but also long-term business sustainability and growth.

Compounding the issue is the proliferation of CX discourse led by individuals with limited experience or expertise in the field – Everyone is CX Consultant. This situation risks diluting the quality of CX initiatives and can lead to the propagation of ineffective practices, making it challenging for organizations to align with best practices and achieve genuine customer-centricity.

However, there’s a silver lining in the concerted efforts being made by entities such as Customer Experience Professionals (CXP) Ghana. your dedication to reshaping the CX landscape in Ghana is commendable. By fostering a more informed and strategic approach to customer experience, these efforts play a crucial role in not only elevating the standards of CX but also in building a robust community of knowledgeable professionals who can drive the CX agenda forward with efficacy and expertise.

While the journey towards CX excellence in Ghana is still in its early stages, the path forward is clear. It requires a strategic realignment where customer experience is not seen as an afterthought but as a core component of business strategy. This shift, coupled with the eradication of misinformation through education and professional development initiatives, has the potential to significantly enhance the CX landscape in Ghana. With continued focus,
dedication, and the collaborative effort of all stakeholders, including businesses, CX professionals, and organizations like CXP Ghana, the country can look forward to achieving remarkable strides in customer experience – we need to collaborate more and do more.

How do you determine the success of your CX strategies?

First, every CX strategy must address a present situation of the business, I have done and presented over 50 high-level CX improve strategies in my career – each one has its own focus and reason behind it and there are 1001 KPIs that cuts across. Some were to increase Customer base, others to increase Customer Lifetime Value, some to help reduce complains and many – not to mention the business, I remember in a year, first half, my strategy was receiving more calls from customers, and within same year, I change the strategy to ensure customers do not have access to the Call Centre. Lol.

I will give you key pointers from my view. Key is our Customer Effort Score – as a CX person, I check the ease with which customers can interact with our company and achieve their goals, from purchasing a product to resolving a service issue. A low effort score signifies that our CX strategies are effectively reducing friction and enhancing the overall customer journey.

Best is also ensure that it increase the levels of CLVs and high retention rates.

Together, these metrics offer a comprehensive view of how well your CX strategies are performing, enabling you to identify areas of success and opportunities for further enhancement.

How do you keep up with the latest CX trends and technology?

By nature, I am very inquisitive on new trends, I am always looking up for new stuff around me and keeping up with the latest Customer Experience (CX) trends and technology is vital in today’s rapidly evolving digital landscape – no dull moment on the CX space.

I try to keep myself abreast with new technological trends by following Industry Leaders and Influencers in the space, I have many subscriptions to Industry Publications and journals, blogs like CX Magazine, CustomerThink, and Forrester’s blogs offer in-depth articles, case studies, and reports on the latest trends and technologies.

I do not miss any CX Webinars and Virtual Conferences if I have the bandwidth to attend although I have a busy schedule, I make time for them. I also Join Professional Groups and Forums Like CXP Ghana, CXSA, CX Kenya, CX East Africa and WACSP where I am a patron, after almost 25 years in the CX, I still enroll in Courses and Certifications to enhance my knowledge. On my browser, I have bookmarked more that 200 sites that I frequently check on new trends, new case studies, new information or even KPIs that has evolved in the CX Space, big one for me is keeping like minded people as my network, so we keep talking about the industry.

What is your approach to solving problems in your role and prioritizing tasks and projects?

So in 2008, I was appointed as the head of Call Centre for Zain, it was new and in project phase, no Call Centre building, just a plot of land on the Spintex road where we asked to help to build it.
I went home to discuss with family how interesting the whole thing looked. I thought I was going to work in an office and now I am going to do a foreman’s job. We all laughed and my father-in-law said – ‘you are there not to only solve the problem but RESOLVE it and asked me to create meaning out of problem’. I spent all night thinking of his statement, and I formed this meaning for RESOLVE.

• Recognize: I Identify the problem or challenge at hand by gathering information and understanding the context. This step helps me to be aware of the issue and its impacts on the project or task I am embarking on
• Evaluate: I quickly need to assess the situation by analyzing the information collected, understanding the severity of the problem, and identifying potential causes.
• Strategize: this is where I intend to develop a range of potential solutions or approaches to address the problem. This involves creative thinking and consideration of various strategies to find the most effective solution by engaging either my team or right contacts.
• Organize: Prioritize tasks and projects based on urgency, importance, and impact. What matters comes first, less emotions and less talk – action mood. scheduled for later, considering the overall objectives and deadlines.
• Launch: Implement the agreed solution or strategy, starting with the most critical tasks.
• Verify: Monitor the implementation process and assess the outcomes of the applied solution. This involves checking if the problem is being resolved as expected and if the tasks and projects are progressing according to plan.
• Evaluate & Adapt: Review the results of the solution and the project progress, learn from the experience, and make necessary adjustments. This final step ensures continuous improvement, allowing for adaptation based on feedback and changing conditions.

After discussing this with my father in law, he laughed and congratulated me for
finding a guiding principle for problem-solving for life and focus – I have used this step every day of life.

How have you contributed to advancing CX in your current position?

In my current position as the Group Chief Commercial Officer, I have been steadfast in upholding and advancing customer experience (CX) standards within our organization. Given the nature of our business, which focuses on end consumer usage, it’s imperative that we not only establish robust processes but also ensure that the individuals interacting with our customers embody the right mix of skills and attitude. My role involves overseeing CX implementation across 9 countries, working with over 180 partners, and managing more than 8,500 touchpoints. My commitment is to ensure that each of these touchpoints adheres to the highest CX standards, thereby guaranteeing a consistent and superior customer experience across all interactions.

During my tenure, especially a few years ago when I was directly leading the CX team, I placed a significant emphasis on not just achieving external customer satisfaction, but also on meeting the internal CX KPIs that reflect our promise to our staff. This dual focus ensures that our team is not only motivated and satisfied but also fully aligned with our CX objectives, which in turn positively impacts our customers.

My contributions have involved a strategic blend of leadership, innovation, and a deep commitment to excellence in customer service. By setting clear KPIs and standards—and ensuring their adherence—I have spearheaded initiatives that significantly elevate the customer experience. This approach has not only enhanced customer satisfaction and loyalty but has also fostered a culture of continuous improvement and excellence within our organization, making CX a central pillar of our business strategy. I have trained over 3000+ CX people across Africa and Built about 15 CX transformational Strategies for organizations in Africa.

Can you highlight any notable achievements in the CX space?

Throughout my career in the customer experience (CX) domain, I have had the privilege to contribute to several notable achievements, some of which have been recognized by peers and industry professionals as benchmarks in CX innovation and implementation. While I prefer to let the impact of my work speak for itself, as testified by colleagues and industry observers, here are a few highlights:

At Supra, I was instrumental in maintaining high energy and excellence, establishing myself as one of the leading figures in the organization’s CX efforts.
I played a key role in transforming a 20-foot container into a fully functional e-service office in Labone, which served as the foundational call center for our operations.
I was responsible for setting up the Zain Call Centre from the ground up, laying down the infrastructure and processes needed for efficient customer service.
Upon joining Vodafone in 2010, I undertook the revamp of the Vodafone Call Centre, achieving all targeted KPIs within an impressive timeframe of less than 6 months.
Moved the Vodafone Call Centre from outsource to in house saving tons of money and with improved service and Employee NPS.
I initiated “Project Embrace” at Vodafone, aimed at enhancing the understanding of CX across all touchpoints, significantly improving customer interaction and satisfaction – I started, left and it was implemented.
I led the transformation of the Tigo Call Centre into a 120-seater facility, optimizing space and resources to better serve our customers.
Pioneering the use of WhatsApp for customer service in Ghana with Tigo was a groundbreaking move, leveraging technology to enhance accessibility and response times.
I advocated for and implemented customer service via Twitter (now X) at Vodafone, enhancing our complaint management system and setting a new standard for digital customer engagement.
Received couple of awards globally.

In addition to these few highlighted accomplishments, my participation in over 50 international conferences has not only contributed to the global CX conversation but has also positioned Ghana as a notable presence in the international customer experience landscape. These achievements are a testament to my commitment to pushing the boundaries of CX and advocating for innovative solutions that enhance customer satisfaction and loyalty.

How do you collaborate with other departments to achieve CX goals?

Collaborating effectively with other departments is crucial for achieving customer experience (CX) goals. Anytime I get the opportunity, I selfishly want to sell the importance to the bottom-line that eventually makes my job at the CX department very easy. My approach to fostering this collaboration involves establishing clear communication channels. I love to set up cross-functional teams that include members from various departments to work on specific CX projects, ensuring everyone has the opportunity to contribute their insights and feedback – even HR has a SPOC in there,

I define clear objectives by aligning departmental objectives with overarching CX goals. I help ensure that every team understands how their work contributes to the customer experience. This involves working with department heads to integrate CX objectives into their KPIs, ensuring that customer satisfaction becomes a shared responsibility across the organization not only CX teams.

I share Customer Insights and Data through VOC meetings and I ensure Heads and Directors see the weekly or bi-weekly reports and sign off on it. It is a painful exercise but when done well – it is so rewarding.

I love to introduce project gates which has CX in Idea development stage, testing stage and final sign off before CEO sign off to ensure – Customer experience of our Customers are taken into consideration. Before it goes through these steps, I aim to build a culture of collaboration, where achieving exceptional customer experience is a shared goal that unites all departments within the organization. – I succeed in almost all the organizations I worked at.

What steps should one follow to pursue a career similar to yours?

To pursue a career similar to mine, especially in the dynamic field of Customer Experience (CX), here are essential steps to consider:

• Focus: Begin with a clear vision of your career path. Understand the intricacies of CX and how it impacts business success. Set specific, achievable goals and dedicate yourself to achieving them, navigating through challenges with determination.
• Love What You Do: Passion is a key driver in any career. Loving your work in CX will fuel your motivation, inspire innovation, and help you to persevere through tough times. This genuine interest will also make your contributions more impactful and fulfilling.
• Be Selfless: A career in CX requires a selfless approach, putting the needs of customers and colleagues ahead of your own. This mindset fosters a positive environment that encourages collaboration and improves overall customer satisfaction.
• Be a Lifelong Learner: The landscape of CX is ever-evolving. Commit to continuous learning through courses, workshops, and by staying updated with the latest trends and technologies. This dedication to growth will keep you relevant and innovative.
• Be Curious: Curiosity leads to discovery. Ask questions, seek out new information, and explore innovative solutions to improve the customer experience. This curiosity will drive you to constantly improve and innovate.
• Aim for the Stars: Set high expectations for yourself and strive for excellence. Don’t settle for mediocrity; aim to be a leader in your field, making significant contributions that not only advance your career but also set new standards in CX.

By following these steps and embracing these qualities, you’ll be well on your way to building a successful and rewarding career in Customer Experience.

Do you have any advice for aspiring CX professionals?

For aspiring CX professionals, my advice is to immerse them fully in the customer experience landscape – not only for compensation but the love of the profession. This is critical to withstand all challenges that comes with the profession.

Then they should start by developing a deep empathy for customers; understanding their needs, frustrations, and desires is fundamental. Cultivate a mindset of continuous improvement and innovation, always looking for ways to enhance the customer journey.

They need to stay abreast of the latest trends and technologies in the CX field. This industry evolves rapidly, and staying informed will enable you to anticipate changes and adapt strategies accordingly. They must know their numbers and embrace data analytics; being able to interpret customer data and translate it into actionable insights is invaluable.

Networking is crucial. Connect with seasoned CX professionals, join relevant forums like CXP Ghana and participate in industry conferences. These connections can provide mentorship, insights, and opportunities that are pivotal for career growth.

Lastly, remember that resilience is key. They will encounter challenges and setbacks, but your ability to persevere and learn from these experiences will define your success in the CX profession. Always strive for excellence, keep your customers at the heart of everything you do, and never stop learning.