The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 month ago

165. 3 Steps to Building a Collaborative Culture w/ Mark Rosenthal

ABOUT THIS EPISODE

In one of his interviews at his current company, our guest said this to the CEO:

“If we're going to build an organization that truly earns the love of the customer by providing a consistent experience, we need to put the entire customer journey under one umbrella. We also need to train the team to be maniacally focused on the customer — to understand the market, the industry, and the players’ wants, needs, and wins — by training as a whole, not in silos.”

In this episode, I interview Mark Rosenthal, COO at HqO, about executing his vision to create a culture of collaboration. 

  • Why workers need to return to the city
  • How Mark transitioned from VP to CRO to COO
  • How an argument helped shape his defining moment as a leader
  • What Mark does to stay engaged with the customer team
  • What the three keys to a collaborative culture are at HqO

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Or, if we're going to build anorganization, that's really focused on the customer and we're going to trulyearn the love of the customer provide consistent experience. We really needto put the entire commercial operation the entire customer journey under oneumbrella. The single most important thing you cando today is to create and deliver a better experience for your customers,learn how sales marketing and customer success experts create internalalignment, achieved desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host, Ethan Beaute, creating a culture of collaboration.It's something! Today's guest is done throughout his career to create successin a variety of rules. His role progression at H, q over the past fewyears, has been vice president of sales, marketing and customer success to ChiefRevenue Officer to Chief Operating Officer, so we'll be talking about that.He also spent a decade as a senior a e, a local sales manager in a generalsales manager, with CBS radio before bridging into the digitization of thebroadcasting space as a VP of sales, he spent eight years at Google as anaccount executive in strategic projects, heading up the Health Services Industryand leading programmatic advertising Mark Rosenthal. Welcome to the customerexperience, Podcast Bank Sathan said I to be Er yeah. I'm really excited toget into this and I have a lot of places. I want to go specifically kindof your philosophy around collaboration. I think that's obviously baked into thework that you've been doing over the past few years at Ho. We'll talk abouthow you help your customers and your customers, customers, and I would beremiss if I didn't ask somebody like you about the evolution of theadvertising space in general over the past several years. Even though that'snot what exactly what you're focused on today, but we're going to star Markwhere we always start here, which is customer experience when I say thatwhat does it mean to you, what is it conjure yeah? So, for me, customerexperiences about keeping the customer at the center of every decision youmake as an individual contributor as a leader or as a company right and forfor us here at h, q o one of the things that we focus on is making sure thatthat journey that the customer has with us from their first touch all the waythrough the life cycle that they stay with us, is very consistent and verypositive right. So we're really focused on making sure that we help ourcustomers achieve their business outcomes. That's a successfulpartnership in our eyes and and certainly in my eyes and the way we do,that is through great great alignment internally and organizational and thenexternally, with the customer man, you check so many boxes there. That exciteme about asking this question just so many different people, first as kind ofpositive and consistent, is really good. The idea that successful outcomes arepart of the experience there's been a little debate about that like outcomesmatter the most like you. I don't know that you can separate outcomes from theexperience it's just part of it. Although it's probably one of the mostcritical elements, but a key thing I want to double back on here- is theidea that a it's, the responsibility of individuals, teams and the entireorganization be. There are some things we can do in terms of alignment tosupport that and then see it's all about decision making with the customerin mind every time at all of those levels, manthere's so much there that we can go deeper and like higher level, though,from your perspective, I don't know if you feel, like the language of customerexperiences, become more common kind of the same way as the role of CRO hasbecome more common. I see those is related like what do you think aboutthe state of the Tom Relative to what's actually happening inside businessesevery day, like any thoughts on that at a high level. I think that mostbusinesses want to think of themselves is very customer centric and veryfocused on the customer experience, but what it takes to actually deliver thatversus what a lot of companies are...

...doing today, don't necessarily marry upright. So there's a lot of lip service being paid my opinion, there's a lot oflip service being paid to customer experience and focus on the customerand customer outcomes and Revenue Operations and customer operations inthese big, broader, these sort of big, broader terms and groups, but when itcomes to actually change management, that's required to deliver that for anorganization. It feels a little bit further behindthan the than the vocabulary yeah interesting. Do you feel like you're inan advantage now in a relatively younger company, compared to somethinglike a CBS, radio or a Google? Do you feel like you're at an advantage there?Specifically? What I'm king on here is your idea of change management, becauseobviously the bigger or older or more pardoned a company is in its cultureand its way of doing things, unless perhaps innovation or that type of athing process improvement is a critical part of the culture. Do you feel likethere's an advantage for younger companies here, or does it really justdepend on the company culture and it doesn't matter about maturity or age? Idon't think it matters about maturity or age, so much as it does theconstraints that a company puts on itself right and look. I've had I'velearned a ton for my experiences at CBS and it Google that shaped where I amtoday and what my view is on customer experience. So I wouldn't have that ifI wouldn't have the view without those you know, without those experiences atthose at those companies at Google, there's there's a heightened focus onon the customer. Experience for sure what I observed over my time at thecompany, which was a wonderful eight years, was that early on, when I wasthere, there was a different leadership team and a different ethos of thecompany was still largely sort of founder. Ish led right. It was prealphabet, it was you know, Eric Schmidt was still the CEO and the and theChairman of the board. Larry and Sarga were still very involved in the company,and the companies were going really hard to maintain that sort of start upmentality that customer focus the you know the statement about. We don't care.Essentially, we don't care what Wall Street thinks we're just focused ondoing right by our com by our employees by our customers and what we think isthe right thing for the business contrast when I left, where the entireleadership team had really changed out and the company just had put additionalconstraints on growing and building the business and look the outcomes havebeen phenomenal. I mean, if you look at the Google share price. It's you knowit's at an all time high. So I certainly don't want to want tocriticize. That's not that's not my point, but Google has put moreconstraints on on the business and on people's ability to put the customer atthe center versus what we have here, which is total greenfield right. We canmake change very quickly. We can focus on the customer all the time you knowobsessively, without having to think about constraints like the stock priceor you know, analysts or lots of you know lots of big fish. You know who areswimming around our pond right, yeah, totally fair, which kind of teas up forcontext before we go too much farther. Tell us a little bit about HQ o. Who isyour ideal customer? What problems do you solve for them? Just give us somecontext on what you're up to now yeah. Absolutely so HK is a commercial realestate technology company and our primary customers are commercial office,landlords or owners who own office buildings that have people coming inand out of them every day, at least in in typical times. You know, at theexception, the last few months, the problem that we solve is helpinglandlords understand how people are using their products. So if you thinkabout commercial, real estate, historically landlords really haven'thad any relationship to the people who...

...are using the product that the tenantsand their employees wore coming in and out of the building every day they knowthe tenant representative. They know the CEO or the CFO who signs the leasethat's about it. They talk to them when they negotiate the lease they may be,have a once a year check in and then they talk to them a lot when the leaseis up for renewal right and what we believe is that there's a lot of valuefor landlords in having dated a better understand how people are using theirspaces to make more informed strategic decisions about their assets. How dothey provide a better tenant experience, how they provide a better userexperience? How do they use that to drive their capital, their capitalstrategy, their asset value strategy, right? There's, this huge shift inemployee empowerment today- and I can tell you- I can tell you a couple ofstories about about that from my time at Google or otherwise. But you know Ithink about it- is like the democratization of real estate rightreal estate decisions are no longer being made by one or two people withinthe organization they're being made with input from lots of employees aboutwhere they, where they want to work, what type of environment, what services,what amenities and so on, which gives landlords an opportunity todifferentiate. By being a service partner, not just a space provider totheir tenant companies, so most companies spent this a study from fromJ ll Jones Lane Les Al Big Real Estate Services Organization. But mostcompanies spend three dollars: a square foot on utilities, thirty dollars asquare foot on rent and three hundred dollars a square foot on people rightso again we believe that landlords can be a better partner to their ten oncompanies in solving the problem they care most about which is their people.So you know we're here to talk about customer experience. The best customerexperience that an owner or landlord can provide to their tenant company isto focus on the experience for their employees, love it. So many like I feel like and correct me if I'm overstatingthisbecause this is you know, I don't focus on this. The space for thisindustry or this transformation that you're leading, but I feel like one ofthe things I'm hearing is that if you are successful in your mission andpurpose, which is to use data information, probably modeling,etcetera, to help create more value for your customers, customers you're,essentially leading a transformation of the way that business sees its customerto interacts with its customer yeah. I think that's, I think. That's right. Imean, if you go back to you back to sort of the dawn of time right. Citiesare the the driver of economic and human progress right collections ofpeople, whether it's you know, finance in New York, with Wall Street orentertainment in Hollywood with you know, or technology and Silicon Valley,right onto you, know, automotive and in Detroit, these collections andconcentrations of people drive great innovation in progress, and it'sincumbent upon the folks who provide the space to create not just the spacebut the environment, to drive and foster that that innovation for humanand economic progress right- that's number one number two is that like iowe've talked about our kids earlier, my kids spend their whole lives like juststaring at their phones right. It's it's brutal for me to watch and there'sso much in the physical world around them that they can engage with, and weat our company anyway are helping to use this device to get people to picktheir heads up and engage with the physical space engage with the world.Around them creates small micro communities in the in the buildingsthat are based on real human interaction and I think that's a reallyexciting sort of by product of what we're of what we're doing for landlordslove it something you said earlier reminded me of our own experience herewhen we moved in at Bomba. We were in...

...this small. You know traditional kindof start up e type space for the first. I don't know three years I was with thecompany, you know old, brick, walls, drafty, windows, creaky floors isawesome. It was charming, but then it was time we outgrew the space. We takeit out everything we could in that building, and so we did. What you weresuggesting, which is suggesting, is happening. There issomething we did several years ago, which was engaged all the employees init. We got sticky notes and you know we created some themes and people couldwrite down what they really wanted in the next space and they were all kindof color coded, and so we can visually see like what. What is this team of atthe time? Like thirty or thirty? Five people care about most and itabsolutely impacted the spaces that we looked at. We brought our commercialreal estate agent into that conversation. That was part of themission of what we were going to look at and what we weren't and- and here weare today, several years later, I would be remiss before we move on tosomething that I'm really excited to talk about, which is these titles androles and what they mean in the context of the work that you're doing. They allhave collaboration written all over them, of course, so that 'll betthat'll kind of tie them together. But I'd be remiss if I didn't ask like whatare the trends right now. Obviously, at some point we had headlines where it'slike everyone's going to work from home, and then we had you know the counterheadlines of this company is now demanding all employees back into theoffice by this date and then there's kind of the big fat middle, which iswhere we're at with Bombon right now. Is We record this, which is the office,is open? A lot of people are still at home. Some people come in once a week.Some people come in four days a week. I come in five days a week. Some peoplecome in. You know three days a week and you can pick your desk and it's justthe space is being used differently. What do you think the next? I don't Idon't mean to ask you like speculated and that I guess I am actually I'mactin just Becali. What are you seeing and hearing in your conversations withyour customers and in the kinds of industry specific stuff that most of usdon't access every day? What do you see over the next eighteen to say thirty,six or even forty, eight months in terms of how these spaces will be useddifferently than they were say? Twenty, four or thirty six months ago? Whereare some of these owners making some of their capital investments inanticipation of this different usage like because this is generally abusiness show when a lot of us have some engagement with these types ofcommercial spaces? I feel like it's a really interesting thing. While I haveyou to take a moment on that yeah for sure, so I think the next sort oftwelve to twenty four months will be really interesting in terms of thisperiod of transition and vacillation between workfrom home or remote work and in office work. I do think that in forty eightmonths, everybody's Back Inn the office almost full time right companies wanttheir employees back for well. First of all, as I said before, cities are theengines of human and economic progress, so we have to get people back becausethe dry, cleaner downstairs and the cafe across the street depend on peoplecoming to the city to work, and those people are suffering mightily right nowright, and so we want to get people back into our cities. Landlords need toget back people back into their buildings, because buildings are onlyvaluable with people in them, and companies want their employees backbecause productivity has suffered a lot and it's interesting because there areall these studies out there. You know you ask me what what the trends are. Iread something from Google actually that Google engineers were a thirtypercent less code. Last year than the year prior, thirty percent less code,that's a huge drop in productivity right colliers did a study of theirfour hundred fifty five ish of their tenant companies on average reportedtwenty two percent decline in...

...productivity. There was another study Ithink by Mackenzie that looked at individual employees, individualemployees reported working thirty percent more hours. Their companiesreported no meaningful impact on productivity, which I don't know whatthe math is, but the the the headline on the study was twenty percent declinein productivity right, so all of these companies are seeing declines andproductivity and they want to get their employees back and they're trying tofigure out the right way to do that is it the carrot. Is that the stick? Is ita little of both and again? We think that by creating a great experience ina great environment that people want to come back to and by having the right,the right communication tools in place that they're going to have more successin bringing people back and landlords can be a great partner in that in thatequation, I mean imagine, imagine this and your example about Bomba rightthink about when you guys were looking at the space if, instead of youremployer, coming to you as an employee and saying hey, tell us what you thinkright on all these post, its let's put it on the wall. Let's engage a brokerto go, find new space. What if your landlord came to you and said, Hey,we've got all this data or came to her came to your your exact team. It said: Hey, we'vegot all this data about your employees and how they use your space. These arethe services that they engage with. These are the Umanity s that they like.These are the cafes that they buy lunch at and the specific items they order.We know from your access control data that you're outgrowing that you'reoutgrowing your space. It looks like, at the rate that you've been hiringyou're, going to need x percent more square footage over the next threeyears. We've got some new space coming online in one of our other buildingsright down the street we'd love to talk to you about how we can move you inthere, because it has all of these things that you that your employees arefocused on right, what a different, what a different conversation in termsof value, customer experience, right and retention for that for thatlandlord exactly right. I like this so much and for folks who are listening, Imean just think about that is your business. The type of business that youknow works to get the contract sign, gets the commitment and you don't hearfrom them again unless your primary point of contact is a problem or aquestion, and then they resurface when it's time to sign the contract neal oris it this new layer of additional value added? I am your strategicpartner. I am a professional consultant. I am constantly adding value inteaching you more about this product or service than simply delivering theproduct or serve so so smart. I really appreciate what you're up to, and thatwas great thank you for that talk to me a little bit about you know. I thinkwhen most people look at Cro, you know for the ones that are doing it as likea proper cro role. It is this. It's perfectly parallel to vice president ofsales, marketing and customer success. It is the blend of the revenuefunctions. He obviously came in his VP of all three of those teams were madeCro. I might make an assumption that it was like, let's get mark in here and ifmark loves, what he's doing and we love what Mark's doing we'll give the seatitle. You know at proper due time, because that's the send I've neverheard VP sales marketing customer success. So you don't need to addressthat necessarily unless you feel like it's part of the story, but talk aboutwhat the CRO role means in the context of Ho and then perhaps unless it'll beon, follow up talk about the transition to coo and how did that fit the needsof the organization relative to the Cro role and what became of that role did.Did someone else occupy it or did coo kind of take additional functions andelevate? The Siro role to COO, like just talk about that from a little bitfrom a functional and progression standpoint, yeah sure. So one of thethings that was important to me when I was joining the company was to makesure that we had that consistent user journey across the entire customerrlife cycle, and so when I first started...

...talking to to our CEO Chase aboutjoining the company, we were talking about a role that was primarily focusedon sales and the company was really small at the time. I think when Ijoined there were maybe fifteen or eighteen people here and the entire theentire customer team marketing sales customer success. was you know was onlya few people and I said to him: Look if we're going to if we're going to buildan organization, that's really focused on the customer and we're going totruly earn the love of the customer, provide consistent experience. Wereally need to put the entire commercial operation the entirecustomer journey under one umbrella, and we need to train the team to befocused. maniacally focused on the customer. We need to train the team tounderstand the the market, the industry, you know the players, their wants,their needs, their wins, and we need to do that. We need to do that as a whole,not in individual silos, and I had a lot of experience over over my careerwith seeing silent organizations break down. I remember vividly sitting in ameeting with a customer when I was a google. It was a health care companyand we were sitting in a meeting and he the head of marketing, the vicepresident marketing the vice president of sales got into an argument. TheStandard Marketing and sales argument, but I had never like actually witnessedit in real life. I'd only kind of is like I've seen it on TV or I've heardabout it, but I've never seen it. They literally get into an argument about.You know whether about sales, not following up on the leads thatmarketing was generating and the sales team saying to the to the marketingfolks. Well, the leads are lousy. You guys are generating you guys aren'tgetting as good leads, so there's nothing worth following up on and theyget into this. They get. Is this big argument and we all just sort of likeslid back from the table and were like a you? Won't you guys just what youguys just resolve resolve this for yourselves right and it was a reallydefiant defining it was defining moment for for me and thinking about thecustomer journey, how important it is to to put all that in one place. Sowhen I joined, I think it's similar what you said chase brought me in atthe at the VP level we didn't have. We really have t level employees otherthan the CEO. At that point we didn't have layers of you know we didn't havedirectors and VPS and see cros and cos and all this stuff and as the companyhas grown over time, we brought in those layers and and yes, the elevationto Cro was definitely a promotion. I wasn't given to me. I definitely had toearn it, but it enabled us to bring in that that really important managementlayer at the next level, which is the crew, that's really building anddriving the company right, and so the scope expanded a little bit with Cro. Ihad marketing and sales and customer success. We added a couple of otherteams underneath the umbrella one team called ten, an experience which isfocused on just making sure that our customers and their customers have whatthey need and that we're delivering for them. These havin partnerships rolledup rolled up there as well, so that was the that was the cro role and it wasmore. It was just more acceleration on the same theme of Consistent CustomerJourney or in the love of the customer right. When we made the decision on Coothere were there were two parts to that right. One is: We've made it verydeliberate, a very deliberate shift in the way that we do things across thecompany so now thinking outside of the customer side and into like the productand Engineering Organization to focus on customer there as well so makingsure that things like are okay, Urs, are planned around customer needs thatour product road map is planned from from the outside in right. So are wetaking customer feedback and are we taking customer requests and are welooking at the market from the customers point of view to plan themost important things that we build? Rather than doing some of the thingsthat we had had been doing previously, which were saying this would be a coolfeature. Let's spend, let's expend...

...resources to build. That and part ofthat turn around has been driven by are very talented, C to and are verytalented vice president as senior vice president of Engineering, Jim Butlerand Mart Antonio, those guys are are awesome, their rock stars, and they aredefinitely customer customer minded. So this the COO, the CO shift, was aboutcreating more horizontal alignment across the organization number one andthen number two trying to get a little bit more leverage for chase our CEO sothat he can focus on the things that are, that he's really excellent at he'sreally excellent, that fun he's really askin a lot of things, but but he'sreally excellent at fundraising. He's really excellent with with vision andstrategy and thinking about the product and where we want to be five years fromnow and my skill set is, is really rooted in execution right. So that'sone of the reasons we work so well together and have orthless over thelast three years, and so this is a more deliberate, more deliberate effort toalign skill sets and get the right, lift and leverage across theorganization as well so smart and just to make sure that that customer advocacyis present everywhere, but in a similar way. I think that's one of the premisesof the show, and one of the reasons I was so excited to have thisconversation with you is that even in a healthy culture we can be a bit siloedand different teams are tasked with engaging the customer typically atdifferent points on the journey, which means they see the customer a littlebit differently, the they measure their success relative to the customer alittle bit differently, and so this idea of I love your challenge on theway in which is like hey. I see what you're trying to do here with the salesrole, and I can definitely get that tongue, but let's do this. Let's dothis other thing that that incorporates everybody, let's go back there, just alittle bit. I think for me me when I talk with people, because we do nothave a cro function here we are, our executive team has been together, we'vebeen together for years. I mean the youngest by ten year. The youngestmember of that team, I think, is three or four years, and some of us have beentogether like there are five of us that have been together for almost a decadeand so just the shared understanding common language, just the way that youknow things work by Osmosis, sometimes to like, not that not that we should bedoing things intentionally, not that we don't, but there's some things thatjust happen, that you can't plan there's a lot of that there. But sowhen I talk to people who have the CRO function, I definitely understand it. Iappreciate it but functionally. I wonder: How often do you get all of therevenue team together in one meeting like? Do you even do that? Or is itjust like? What does the alignment like functionally? I mean I get it thatthere's someone that oversees the whole revenue function and that can createmore consistent, the consistency than not and then separately as a follow up.When do you ever bring sacs or sales or marketing directly in contact withproduct and Dev again, from kind of like the front line, mid level frontline rolls yeah, so we get the we get theentire customer team together a few times a year for for all hands right.We get the leadership team together every week to make sure that we're allsort of connected and in touch and that everybody knows what what everybodyelse is doing, that we're share and we've got a wee got a very. We got avery specific and tight agenda that we that we run through. We do around thehorns. We do ups and downs. We do asks for help, so there's so we're you knowmaking sure that everybody is informed on on ever on everything they need to beinformed on to drive the to drive the business. I send out a weekly, a weeklycommunication to the entire customer team. I sent it out every Mondaymorning. The first thing I send out every every Monday to the team. It'sgot updates from across the team. So a lot of the things that we talk about inour in our customer team staff meeting or in there it's got. It's got thingslike you know, good reeds, articles and...

...and other ways to learn and staycurrent on the industry I always put in exes. I don't know why people careabout this. So much. But it's it's the point. It's the part. I I the mostfeedback on. I always have like a little thought, a thought for the weekso I'll take something that something from my usually from my personal life,like you know, an interaction I had with another with another salespersonor something that happened with my kids or or with my wife and I'll. Just youknow tell the story and then relate it to something. You know work wise. Thataffects the custom, the customer experience and I was got a lot offeedback on that. So I was of that sort of thought for the week, so we findlots of opportunities along the way to engage as a full customer team, whetherit's through through written video or in person meetings at the at theleadership level, or you know, across the board. We also often get togetherwith products not so much with not not as much with engineering, butdefinitely the product team and customer success, and implementation inparticular, are very closely tied. The tenant experience team to we've builtsome good systems for for sharing. This is a gap and something that we'reworking on. This is like on my. If I showed you my my project list. This isthis is one of them, but sort of the the customer products communicationsback and forth. I is something that we're still trying to solve for, butthere is a lot of engagement there between those teams. It's fantastic, somany good points there, but I want to start at the beginning of your responsethere, which is you called it? The customer team, not the revenue teamwhich I like and I am going to adopt henceforth by the way. So it's one ofthe reasons I love these conversation like I'm. It revenue is about UScustomers about customer so case, but then this idea that you know there aremultiple channels. We can use it's about consistency. I want to observeand maybe get your own thoughts about this. I think one of the reasons,probably that personal moment that you share and then translate into abusiness teaching or a business parallel. It's you it's personal, it'sa real story, it's something that people can relate to more easily and itdraws them closer to you. I, like I love that nugget a. What was theinspiration for it and be. Do you think that my speculation is correct? I thinkyour speculation is probably correct the inspiration for it. Actually, Istarted it was something I started doing at at Google. I don't know whatmade me start with like the thought for the week. I got feedback from the team,though that and I had a big team at Google when I was running theprogrammatic business, and I got feedback that I was sending like a highvolume of emails and it would be in people would appreciate if I couldconsolidate it down. So I said: okay, great I'll, take the feedback and Iconsolidated it down to the weekly email and then one day I just had thislike I'm like I'm going to put in this, I'm going to tell this story, and Ijust sort of put it at the bottom of the email, and I got so much feedbackfrom the team, and I said all right, that's interesting. So I did it thenext week and same thing. So I it just became this. This part of the of theweekly, the weekly update and the way that I close it every week, and so whenI brought that here, as the team got bigger, I just introduced in and didthe same and did the same thing. And it's funny because I think about I wastalking to. I was talking to one of our one of our VPS about this, or maybe oneof our directors not too long ago, but I remember when I started like my firstjob out of college CBS, Radio Right and I looked at our. I looked at our oursales manager, our general sales manager, who was probably I don't know,thirty, six or thirty seven at the time, and I thought he was old andexperienced and knew everything and I was really intimidated by him right andI'm definitely older than I'm definitely older now than than he wasthen. But I don't see myself that way right. I see myself Stigi say to mywife all the time. If you drop me back in high school right now, I'd betotally fine. I probably I probably fit...

...in more in high school or college thanI do in the in the professional world right and that's like mentally. That'show I feel I don't feel like I'm old enough for mature enough to have to bea parent or to do some of the other stuff that I do so when I hear you know, when I hear fromlike our directors or VPS that some of the like some of our junior teammembers, some of our entry level level employees are like, are intimidated byme or whatever. I'm like what come on, I'm just a regular guy, I'm just a coolguy. You know, and so I m interesting how title androle will create that like it. I wouldn't take that personally, becauseI've heard similar about myself and some other people. I think it's titlemore than anything else. Maybe so I so you know when I, when I write thesethings, I'm sort of like I don't know like who cares about mystory with my kids, but people like people do because I think it's a wayfor me to authentically share a little bit about myself and and for people toauthentically connect with me and it's a way for me to show some vulnerability,and hopefully that makes people feel like I'm more approachable, because Iwant people to be able to. You know come to me with not just issues andproblems, but with ideas. Right I mean our entry level. Employees have greatideas for how we can drive engagement and how we can power the business and,if they're, afraid, to come over to me and share that idea. Like that's nogood, so I don't want to be I'm trying to find all these ways that I can breakdown that that perception that apparently some people have that,hopefully isn't isn't, earned or deserved right, yeah, so beingapproachable, making yourself available, not just for problems, but also forideas which I think is enlivening or enriching for an employee's experience.Give me one or two other kind of practical tips or recommendationsrelated to creating a culture of collaboration, whether it's you knowthings that you've learned along the way that you're so glad that you'reimplementing now or whether it's things that people may be, who aren'tnecessarily in a healthy culture, but have some opportunity to lead it ormanage it directly. Like give me a couple, other ideas related to helping people work together moreeffectively in service of the customer yeah. So I think I think, number one sofucking a couple things into this group, but like vulnerability, right, trustand vulnerability are are really important because it promotes itpromotes, sharing and so part of part of why I send that email every week andor do sort of like morning rounds. I try to walk around and say Good Morningto people when I get here when I get here in the morning or I get here early,so maybe like a little bit later when there's more people here, but you know,do those sort of morning rounds and say hello to people and and talk them notjust not about work, but just about e their weekend or their night. The nightbefore. What's what's coming up for the day or you know what's going on withtheir families or or whatever right, and I try really have this is gettingharder as we're getting bigger. But I try really hard to remember that stuffas well and to be present in the conversation so vulnerability and andtrust and being sort of present. For those conversations, I think, is kindof one bucket number. Two is communication, have to find the rightmethods and in ways of communicating and sharinginformation, so that people feel in the now and I'll be the first omit this is.This is a place that I fall down a lot and I apologize for when I when I doyou know I'm like I'm human. I Miss I miss things and I don't alwayscommunicate well. I communicate much better here than I do at home, but I'mworking on it in both I'm working out in both places and then three is liningaround a set of objectives or goals and...

...making sure that those goals all ladderup to the same vision and strategy right. So we do Okar's objectives andkey results. Here we start with what is our vision for the company and what'sour strategy that we're trying to the were using to drive it, and then wecreate, at the at the executive team, a set of Okar's for the company thatwater falls down to the to the various departments. So they can all plan in aline for the company, and we do that so that at the exact team level, we canmake sure that we're focused on the most important things, one of which isour customers. So good. Three, really good categories, they're, all by theway, calls back for the most part of things that you shared throughout. So Ireally appreciate that kind of as a little bit of a summary here as we nearthe close of the conversation- and I like that, you start with essentiallyan echo on your theme of being approachable, which is being honest,being yourself being available being vulnerable, and I know these wordsstart to sound soft to some people and because they're being used more often,I feel like a lot of people find them may be fashionable. And therefore I canignore it because it will go away at some point. Like all fashion does itcomes and goes, but this is about being successful in your work, just as you'rebeing successful in your life. So I love that bridge about communicationlike trying to be better at home and at work, because it's all about just beinga better person being more honest, being more available being more helpfuland trying to make things work better for everyone. This is the point where Inormally talk about episodes that are already released that you might like ifyou've enjoyed this one- and I do have one of those is episode of Hundre, antwenty seven with Darrel prayle, who is the chief Revenue Officer at Vanilla,soft and we talked about three CX strategies for Cros, but I'm also goingto tease ahead next week. This is the first episode that I've posted threeguests. At the same time, it's coming out next week, episode hundred andsixty seven with brandy, star, Raleigh Keenan and Mike Galler, the COO CRO andC to of Tigrida, and they wrote a book together called from c Mo to Cro, andso I think I hope to hear as much approachable useful stuff. As I gotfrom you. I have no reason to doubt that I will and that it has a scene keyof we need to be cross functionally collaborative whether we put someone ina cro rule or a Coo roll to do that or whether we do it through culture andsome of these other practical tips and by the way mark. I don't feel like youoffered those as a coo or a Co. You offer that to anyone working in a teamenvironment and they can be applied that way to not necessarily so muchcontrol over kind of the Okar and how those roll out across teams. We cancertainly influence them, and so I don't want anyone to miss thatopportunity and think one day I'll have that job, and I can do those thingslike those are available to us. Now. Those are fundamental elements of beinga leader in any environment mark before I let you go, I have my some of myfavorite questions of the day. Are these? Can you please think or mentionsomeone who's had a passive impact on your life or your career and give anout or a shout out to a company or a brand? You appreciate for theexperience they deliver for you as a customer sure someone who's had anoutsized influence on me. Is My dad absolutely got my work ethic and valuesystem from from him, and there were some. There was some good. I don't knowhow much detail you want on this, but there were some they're, the positivesand the negatives that have helped to shape me right. So My dad was a dentistjust retired. He built a practice from from the ground up. He worked crazyhours. He was at the Office at seven. AM He didn't? Come home until almostseven P M on regular nights, he worked late every Wednesday he worked halfdays every Saturday. You know he wasn't in the backyard, throwing the baseballa he wasn't at Mile Cross Games. He...

...wasn't at the you know. He just wasbuilding the practice. He was very present for our familyvacations, but otherwise you know he was. He was busy. He was busy working.What I took away from that as two things, one. You have to work hard toget what you want and to that I wanted to be there for my kids in a way thatthat my dad wasn't and my dad and I are very close today- we spend a lot oftime together and we do throw the baseball now, but you know I that thatbalance is is important for me in terms of of a brand that provides a greatexperience to are one of the questions I always ask. People in in ice breakersor interviews is tell me what the APP on your phone that you can't livewithout and for me for me, that's ways I think it's a phenomenal brand. I lovethe way that ways built the built the business and built the customerexperience through putting gamification very front and center when they firstlaunched to build the user base, get traction, drive, engagement and, as theplatform grew they sort of they pulled that back and while it's still there,it's more buried in the experience, because the because the experience isso powerful and valuable for me, as a user, that I don't need thegamification front and center anymore, so smart great example, and I find thatit sanely useful as well. Although I think probably in your metro area, yousuffer worse traffic than I do, but totally agree with you on that one mark.I so appreciate your time. I love what you're up to as a team. But, moreimportantly, I really appreciate the way you're going about it for folks whoenjoyed this. How could they learn more about you or HQ o like were a follow upon this yeah great? So our website is Hoom, though it's HQ com and you canreach me at mark at h, Q, O com mark at Ho dot com or on Linkedin or twitter oranywhere else on social media awesome. Thank you. So much mark reallyappreciate it love the conversation. I hope you have a great rest of your day.Thanks Ethan you to appreciate it one of the most impactful things you can doto improve customer experience and employee experience is to include somevideo messages in your daily digital communication. Explain things moreclearly convey the writing motion in tone save time by talking, instead oftyping prevent those unnecessary meetings. There are so many benefits tousing simple videos and screen recordings and Bom Bom makes it easy.An email, Lindon or slack messages from Gmail Outlook, sales, force, outreachor Zem desk learn how bombum can help you and your team with clearcommunication, human connection and higher conversion, because it bom bonomtoday, thanks for listening to the customer experience, podcast remember,the single most important thing you can do today is to create and deliver abetter experience for your customers. Continue. Learning the lateststrategies and tactics by subscribing right now in your favorite podcastplayer, or visit Bom Bombo podcast e t.

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