How do you extend the value of a customer advisory board beyond those who participate in the meeting room to the rest of your organization? Here are a few of the most common challenges we see, and some recommendations to tackle them.
Camille is an enthusiastic long-distance runner who enjoys spending time with her family and traveling to New York.
Camille has a BA in broadcast journalism from Hofstra University and is a certified legal video specialist.
Let’s pause for a moment. It’s mid-November, some of the major holidays are coming at us full force and you think your work is (sort of) winding down…. well, not quite! If you are like us at Farland Group, we’re already in the midst of planning for customer advisory board meetings taking place in 2022. And with only 6 weeks left in this year, if you had to pick one area to focus on, what would that be?
It’s been nearly two years since most of us went all-virtual… all.the.time. As we push forward with customer advisory board meetings, one thing is clear — there is no definitive answer on what a potential hybrid meeting will entail.
Explaining to family and friends what my job entails around customer advisory board work is complicated. When people ask about what I do, I find myself using long-winded sentences that sometimes trail off into the sunset as I provide every little detail. Because what we do at Farland Group involves many different puzzle pieces.
Prior to COVID, I would have told you collaboration is sitting around a conference room table and utilizing a whiteboard to brainstorm — whether for upcoming customer advisory board meeting topics, volunteering opportunities or what the next client team call should entail. However, if you take that whiteboarding exercise and conference room out of the equation, what are you left with? Your team.
Growing up, I would often hear the saying that “honesty is the best policy.” It’s always best to be upfront, otherwise you’re only masking underlying issues and more often than not, that lid won’t remain closed. As an adult, I can attest that I remind my six-year-old of this…. on a near-daily basis.
have an even greater understanding of the value that our clients and their customers who participate in customer advisory boards gain from attending shorter, but more frequent virtual sessions.
I once considered January to be a sort of “regroup” month. I had some extra time to dig out from emails that I received during the holidays, look ahead to what was on the horizon for the coming weeks and plan accordingly. That was then and those were different, pre-pandemic times.
As we at Farland Group gear up for the end of 2020, and prepare for customer advisory board meetings for 2021, I’ve been thinking a lot about how I would best describe this year in one word — adaptability.
Before COVID, we would often hear from business leaders about the challenges they faced surrounding talent and resources. Executives were seeking peer advice on how to invest in current employees to keep skills fresh and up to date. They wondered if new entrants in the market had the more creative, innovative skills needed. And, they wanted to understand the best way to reskill employees — through in-house training, external partners or a combination of both.
Country music has never been my thing. New age / pop country, maybe sort of, but music by the likes of Dolly Parton did not appeal to me. Simply put, it wasn’t relatable. However, that quickly changed when our Farland Group President, Jane Hiscock, mentioned a podcast about Dolly Parton (full disclosure she wasn’t a big Dolly fan before the Podcast either).