Customer Advisory Boards: How Difficult Conversations Drive Change

One of my first jobs out of university was working in the headquarters office of a local business with several locations. In this role, I worked closely with the customer service representatives, and we received feedback, questions, and comments daily – from overwhelmingly positive to some negative.

This business was well-established in the community, so customers would have certain expectations of what the product would be like when it was purchased in-store or arrived at their door. If those expectations were not matched, they were often equal parts disappointed and frustrated. One thing I was appreciative of in this role was that, instead of bottling it up or trashing the company online, customers often provided us with clear, honest, and constructive feedback on their experiences and how they had fallen short of the quality they had experienced in the past. With this kind of feedback, I noticed the team was quick to respond, appreciative of the input, and willing to work with customers to ameliorate any hard feelings. I found that this sort of customer service went a long way to ensure that customers would return to their business.

Similarly, with B2C experiences, providing an avenue for customers to celebrate and express concerns, coupled with swift action, is critical. As a trusted third party for B2B businesses and their customer advisory boards, Farland Group plays a critically important role between the customer advisory board member (the end customer) and our client (their vendor). We aim to provide the right atmosphere for members to express concerns, frustrations, and successes they may have in their dual roles as board members and customers. On occasion, board members will share input with us that they would not share directly with the client, for fear of disrupting the relationship or making waves. By opening up this avenue, they can express their perspectives in a safe, objective environment, and, in turn, we can bring the right scope of information to the client and elevate the actions to a higher level in the organization.

It is important to open up channels for both positive and negative input, as I’ve experienced in my previous role and with Farland Group. While it may not be as pleasant to receive, it is often the tougher feedback along the way that translates into meaningful action and outcomes.

Related Stories

The Critical Art of Balancing Content for Customer Advisory Councils

Posted on 11.30.2023 by in Customer Advisory Boards

In today’s customer-driven business landscape, organizations increasingly turn to Customer Advisory Councils (CACs) to gain valuable first-hand insights, validate strategies, and foster meaningful relationships with their clients. As we have seen in our work at Farland Group, the  

Continue Reading »

Closing the Loop: Actions Speak Louder Than Words

Posted on 10.27.2023 by in Customer Advisory Boards

Members at a recent Client Advisory Council meeting were vocal about the importance of coming back on the advice offered during the meeting and sharing what actions have been taken. When it comes to follow-up after the Advisory  

Continue Reading »

CXO Perspectives: Leading Change Agendas

Posted on 07.24.2023 by in Featured, Understanding the C-Suite

We share what we have learned about the state of digital transformation through our in-depth conversations with CXOs, and how the C-suite has moved beyond early debate to take action in five key areas to drive competitive advantage.

Continue Reading »

Set Your Customer Advisory Council Up for Success: Recruit Your Internal Team First

Posted on 06.22.2023 by in Customer Advisory Boards

When launching a Customer Advisory Council significant thought and attention goes into recruiting members – what criteria to use, whom to invite, and ensuring the mix is on target. However, the same care is not always taken when putting together  

Continue Reading »


Customer Advisory Boards

Customer Advisory Boards are powerful engines of engagement, insight, and business transformation. Make the most of yours.

Meeting Facilitation: Virtual and In-Person Boards » Taking Your Customer Advisory Board Meetings Virtual »

Learn More »

Engagement Strategy

Like any good relationship, customer engagement is a long-term, reciprocal effort. When done well, meaningful engagement leads to better business results, faster.

Engage Your Customers to Help You Stop Pitching » Getting to a Customer Engagement Mindset »

Learn More »

Understanding the C-Suite

Building C-level programs that are meaningful and bring value to you as well as to your c-suite customers is challenging. Veiled sales pitches won’t win the day with this audience. Deliver what executives want: ideas, inspiration, innovation, influence.

Building a C-Suite Client Experience Strategy » Do you Know What Your Customers Value? »

Learn More »