Summary
When you’re building, not optimizing, you need everyone to learn from customers. But how do you build a team culture in which everyone, including backend engineers and compliance program managers, does research? I’ll share what I’ve learned so far on creative methods for how to coach, how to share insights, and how to impact company policies. You’ll walk away with a new approach to teaching non-researchers how to research, sharing insights from customers that get heard and impact decisions, and finally, ideas for selling your organization on policies that enable a more customer-centric culture.
Key Insights
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Democratizing research means offering transparency, real insights, and permission for everyone to care about customer understanding.
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Breaking down research training into micro-lessons embedded in existing team rituals boosts comfort and engagement.
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Coaching teams to listen deeply to customer quotes together reveals underlying customer emotions like distrust.
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Research office hours alone often fail to engage non-experts due to fears of doing research 'wrong'.
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Assigning small 'quests' that let team members experience customer contexts directly is an effective entry point into research.
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Sharing customer insights in multiple formats and cadences (like daily field postcards or Slack snippets) increases team curiosity.
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Involving peers in feedback on insight-sharing initiatives creates allies who also share customer learnings.
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Leadership support, including public recognition and explicit permission for research engagement, is vital to embed a customer-centric culture.
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Customer-centricity should be integrated into hiring, performance reviews, and company values, not treated as a side task.
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Real-world programs like ‘quest’ assignments and experiential scholarships help employees deeply understand customer challenges.
Notable Quotes
"Everyone needs permission from their manager and leaders to truly care about research outside of their job description."
"When you share a customer quote, the first layer is literal, but the goal is to dig deeper into what the customer is truly feeling."
"Research office hours sound good, but many people feel nervous or don’t know if they’re ready to participate."
"Embedding micro-lessons into team rituals sets an ongoing expectation that customer learning never ends."
"Sending team members on quests, like visiting a bank branch to understand immigrant experiences, makes research approachable."
"Sharing a quick customer insight story right after research sparks curiosity and invites more questions."
"A Slack bot that sends random customer quotes encourages ongoing learning and discovery."
"Leadership public recognition of time spent engaging with research is a powerful way to give people permission to participate."
"Customer centricity must be part of hiring, performance reviews, and budgeting for it to truly stick."
"Find an ally leader who can publicly encourage your team to take part in research initiatives and then support them."
Dig deeper—ask the Rosenbot:
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