The Customer Experience Podcast
The Customer Experience Podcast

Episode 121 · 7 months ago

121. 3 Ways to Elevate EX from the World's Best Workplace w/ Kristie Ornelas & Steve Cox

ABOUT THIS EPISODE

Employee experience and internal culture are not just a “nice-to-have,” but they bring material influence to bear on measurable business results.

In this episode, I interview 2 guests about CX through EX: Kristie Ornelas, Head of CX Marketing & Communications, and Steve Cox, Vice President of Digital Lifecycle Journeys, both at Cisco (named #1 on the World's Best Workplaces list two years in a row by Great Places to Work and Fortune Magazine).

Kristie, Steve, and I talked about:

- The focus on retaining employees and helping them to advance like customers

- To hire diverse people, create a diverse interview panel

- Enabling employees to serve their local communities

- The creation of role communities inside of their CX function

- Why your workplace should be a community, not a family

Check out these resources we mentioned during the podcast:

- Cisco

- Cisco CX on Twitter

- Cisco CX blog

- Nordstrom

- Yanni’s Bar & Grill

- Love Knows No Boundaries

Subscribe, listen, and rate/review the Customer Experience Podcast on Apple Podcasts, Spotify, Google Play or Google Podcasts, and find more episodes on our blog.

Powarwy ensuring that we are routiningemployees and helping them to advance their careers, just as we would want toretain a customer and advance them. You know extend their footprint inside ofour company. 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 een, beaute, three ways to elevate CX, empathy andoutcomes. That's where we're headed today and we're doing it in a way thatwe've not done since way back on episode, thirty, nine, with two guestson the same episode, another similarity with episode. Thirty nine! Is thatwe're looking at CX today by turning our attention: Inward toward employeeexperience and internal culture. The two people with us today are joining usfrom the company ranked number one on fortunes world's best workplaces. Forthe second year in a row, she held communication positions like seniordirector of strategy and communications at sales force and chief of staff anddirector of business strategy for the America's enterprise at junipernetworks. Today, she's, head of customer experience, marketing andcommunications at Cisco, he built a twentyplus year career inside Cisco,taking on a series of marketing management positions before evolving tosenior director of digital experience and data science. Today he's VicePresident of digital life cycle journeys at Cisco, Christiornellis andSteve Cox. Welcome to the customer experience podcast thanks for havingthis happy to be here H, I'm excited to to kind of work this back and forth. Ilove what brought the two of you together inside the Cisco CXorganization, but before we get into...

...the details of that, let's start kindof high level Christy when I say customer experience. What does thatmean to you? So I think Anin simpleas form CS is the customers perception ofthe brand across the entire life cycle and at every interaction with thecompany. I think that perception word is really critical Steve. What wouldyou add to that or how wold you alter that? I would not alter it. I would buildupon it because I think when you take thse perceptions, I thinkCX is other important. Bol is to take those insights, internalize them andlook at based on what is working and what's not working across the companyto figure out wheteher. We need to improve optimize or maintain what we'redoing well so playing that role of orchestration within in interpretingthos perceptions of Angarky yeah in for either of you talk about thatperception layer like how can we capture and understand that perceptionso that we can manage the experience more effectively? I guess Chris TallStar with you, okay, well e Stev will do this even more, just as I can say onthe marketing fro right. That perception begins at the very beginning.So sometimes people talk about you know. What's the difference between customersuccess versus Customer Experience Right Customer success, I see is a veryspecific point on this lifecycle. Orre really trying to drive value andadoption for the customer ss is that brand across the the entire engagement.So it start the movie beginning before the customers even bought anything sothe first experience they have with Ye wheth it's on the website or thetrashow floor, or call like this and it's a companywide motion that you needto drive. So you need a very deliberate process to drive that perception, thatvalue across the entire lifecycle with the customer and that's what Steve Doesin his day job with customer journey. So he might want to addto that yeah,please yeah, so the that is the definition of what we call the journeysin in case also digital journeys, where...

...we look at ways that we can useautomation to respond to it. But we have very explicit steps of goingthrough and looking at and identifying what are the moments that matterthrough the entire journey, because at moments the matter of the inflectionpoints that at the end of the day, you need to make sure you get right for thecustomer and whe do binch marking to both listen to them, use the data andcompare to what we think the experience should be. I think that's importantbecause a lot of times the internal people think ey were doing somethingreally well and oftentimes you'll find the customer has a different perceptionof it: Mapping those out from the customers, perspectives and ten.Turning that into okay. What are the initiatives and projects that we wantto organize? Our efforts to go and emphasize is that translation layerthat I was reference in a little bit a few minutes ago yeah. I think that thecustomer gets to decide. I think that's a really important key in all of thisis their perception matters and they get to decide what's good or bad. Canyou go one layer, deeper, Steve on moments that matter it's somethingthat's come up, as you might expect pretty consistently over the course ofa hundred plus episodes. It comes up regularly, but from a practicalstandpoint, how would you guide someone? That's like you know. We think we'vebeen doing pretty well, we want to get a little bit more serious about all ofthis. How do you guide people to start mapping and then the key here is theprioritizing the matter part of the moments. I think we can all identifythe moments of decision in the moments of perhaps transition, but how do youguide someone to recommend to someone to add that matters layer to themoments so ial? I think there's a little bit in my personal Penninos,some art andsome science, and I would look at it that some of them, throughthe artside, are in the conversational topics as you go through an in you know,in the focus groups or in the surveys to talk about where either the stallpoints are or what is it, ultimately, their define their own criteria.Success on. We also use data n...

...datascience lot because you can startto predict where the you know. The most inflection points are where peoplestall out, and so we use all the data steps as well and, for example, youknow you find that the first sixty days of an experience with a product havingmassively disproportionand impact on the entire way they perceive you knowongoing. Even if you do great a year from now- and so I think the otherPuart I would say is moments- are not just the actions that are taken or theexperiences, but also in context o time when that actually takes place. Theonly thing I would add to that see is right that we know that success is verypersonal and unique to every customer right. So that requires us to give veryproximatevery intimate with our customers to know what success lookslike in their eyes and what they will be delivering that sentiment back to uson right. We know it's not cookie cutter, and so we need to deliverunique experience to the extent that we can yeah. I think that's the holy grailthat has become very obvious over the past couple of years, in particular, ismoving past persona or segment to the individual person. And how can wecreate these truly personal experiences at scale, and it's something that somany people are approaching from so many different angles, and I just wantto double back on something you observe there Steve About this idea of thefirst sixty days. I think it's a lot easier to go from a seven two, an nine.Then it is from a seven two, a two. So if someone feels pretty good out of thegate, you know it's going to be really hard to make them feel like you' haveto really fall on your face completely to turn it bad. Likewise, it's verydifficult to take a three and turn it into an eight, it's more likely to goto a two or a four. So this this initial impression, which is somethingyou offer to Christi, is like from the first moment that we really have tomake sure that we're leading the right way. I Guess Christi STARWITH STARTGIVE US context about CX WITHIN CISCO. CISCO, of course, is a world class organization, a giantorganization. When did the CX function...

...within CX kind of how to ID emerge?Where did it emerge from like what is the origin story of CX INSIDE CISCOYEAH? It started about two and a half years ago, when our Bosson re Martinascame to the company the head at this pot. This function in particular right.So this was built from something that chuck in the boar and had decided longbefore right, as we moved more to a software and services company, and weknew that the pofolie would shift that way to so we knew that was funamenallygoing to change with a customer expectation of US was no longer. Couldwe sell them a bunch of routers and go away until those roters were end oflife? We new the customer. We woerd have to work toherin the custoersbusiness every single day in this subscription model, so Maria came onboard to unite several functions, one of which was services renuals customersuccess under the umbrella of of CX S, which happens to be e, the nameoororganization, but also the motion inside the company, both financiallyand you know how we recognize revenue, howwe engaged with our customers and the kinds of programs and products that webuild in services as well Steve. How did you are you formally in the CX organizationyourself and obviously you represent I'm going to go deeper into thisshortlas in for context before we get into this initiative that you andChrist ore working on together inside the organization? You Know MarketingBackground Data Science, digital journeys that obviously tease up CX,for example, on Mat squeezy at sales force, was one of my previous guests Nin his book and in our conversation said you know, marketing needs to ownall of experience, and so it seems like you are on that trajectory. At the sametime, it's drawn a bit in Sisco out of services and and CS at some level. Sohow do you get brought into this and...

...how cross functional was this kind offounding group Yeah so before Maria came in so my function sat in sales andin that function we're talking about the ability to go and drive digitalacceleration at that point, for some of the sales, but all of the adoption andredual Pieses, and so when Maria came in one of the first things, wisactually take my team and a few other functions around their company andbring them together, and so there was very much a you know. We talkd aboutthe business model shift and I think Chrispy did a great job ex. You knowexplaining that of moving to Rekinda revenue to cloud products, and they askthe market demanded those things Maria came in and became the point of givingthe Ownne to oin the aligne. The way our orgis set up to bring the corepieces together to deliver on that market need, and so I very you knowspecifically, you know, felt that as they literally took my team and movedit into Maray's organization awesome. So one of the things that's going on inthe organization is that I think there are nine initiatives. One of them ispeople in culture, and that is part of why the two of you are together with metoday, so maybe share a little bit about. Where does this people andculture initiative fit within within the organization? And how did did youChristi GET INVOLVED IN IT Directly Yeah? So we have prioritizis is our our numberone, I would say corizontal Prioriti across the company, so it's about adifferentiayto talent and engage culture. You know we know. We allfendemially know that you cannot build amazing customer experiences, which isour ultimate charter. He don't first start with those employee ons, and weknow that we have a very deliberate approach to you, ow how we seex. So whynot have that seemed tole approach to how we es with our employees? So thisis having this stewardship under Steven I and, of course we have an amazing tiger team of people underneath us thatown very specific initiatives and metrics to ensure that we areultimately driving the experience I...

...mean you talked beter earlier. We arelucky enough to work for a company who is raved number one as the greatestplace to work right. So that's fantastic foundation, but howe you madethat meaningful to employees. How are we ensuring that we are retainingemployees and helping them to advance their careers, just as we would want toretain a customer and advance them? You know extend their footprint inside ofour company. I love it and it's it's a necessary step to make sure that youcan three pet steve before we get into kind of thethree main ways that you're approaching people in culture. I'd love for you toshare your thoughts or observations about the relationship between ex andCX. I mean, as Christi said, and I think is most listeners to the podcastwould agree, it's difficult to impossible to have a great customerexperience without a great employee experience first. But what would youwhat kind of contact context or nuance or color? Would you add to thatrelationship? So I think one of the things that I think it's different inthe way that we've approached this is in and Christi spoke to it. But this iswhat this is not just a one of the nine initiatives and a nice to have. It isactually treated in this same way that we trat some of our business results atthe same level as how we measure reduels. We measure a customer success,how we measure engineering and development, to the point that we havevery specific accountability and Tarnets that every month the leadershave to come in and have a score car to repower fort out on their progress onareas like diversity, community engagement, what they're doing around aconscious culture, and things like that. So I think it's important that whyw wewant to go in and create norms and a cultural shift. We've put in veryexplicit accountability like it's a business tarting to ensure that, as weagree to the plan in the instate, we want to get to that that we ultimatelytied at it as the number one priority...

...of our business plan. So good, can yougo one layer deeper on the score card like again and on behalf of a listener,who knows that ex is critical to cx an absolute necessary precursor andthey're like well? You know we do an annual survey, you know of ouremployees and we do you know weeklyr monthly, one on ones, and everythingfeels okay. If people want to take one more step to kind of formalize theprocess maybe share a couple insights on your score card or the formation ofa score carder or how the measurement internal measurement n anaccountability around it got implemented. I pick just one of the categories.Please, you know th is a threaten through one like, for example, in Nourfocus on diversity. So Te give you an idea on the diversity metrixs. Whatwe're doing is we actually have agreed that in this fiscal year, eighty fivepercent of all people in the CX will have social justice train or attendantevent. Hundred percent will take conscious culture, training, natlayerfor leaders. One hundred percent of them will have a foximity meatings,which we may go into later, which is how do you start to engage and haveskip level meetings with people that are different from you and we've had aninitiative around at the end of the day? It's not just the Geeple you have orthe people you bring in so Christie, and I h've been working on. How do weapartner with recruitment, and I brought in three new hiring sources andrequire that as a means to feed new talent into the organization, and soall of those are specific targets that are that each of the leaders arerequired to report against, on a monthly basis, add just one more thing,which is turning that Ens, our right about community impact and giving thack.We are a big big company and, with that, come F, great responsibility to survethe communities around us, and so we encourage our employees, of course, togive back to. You know, volunteer where it matters to them, and this year inCovid and please to say we aid, I o nor standard is five days we Hav en anotherfive days, because we know there 're so...

...many places and people in need, and sojust to be part of a culture that allows for time off. For that is trulyamazing. So we keep an ion awesome. Let's S, I promised off the top in theintroduction three ways that we could improve empathy and outcomes in thisarea. It's obviously built on an EXCX connection, I'll list, those three andthen maybe go back and forth and just share some insights TOR recommendationsaround them. The first is higher diverse talent, which you alreadyreference Steve To is elevate your internal giveback programs, which youjust reference cristy and then the third is to deliver a powerful employeeexperience, and I hope to hear more about this skip level, maybe outsideyour own team, because I think that's superinsuing skip level meetings orsomething we've been doing in theire, incredibly valuable, but skip levelacross teams is really interesting. So I guess Christie speak a little bitabout diversity in hiring diverse talent, yeah. So it's one of actuallyour COR company principles, which is takedifference to heart, really, meaning that you know inclusion will always bethe exclusion. So we leave with that. That goes as far as you know, not onlyjust a higher diverse talent, but to make sure that the diverse talent isalso in terviewing Elan, the interview panel. So we have metric wo, wemeasurethat and also how we are getting cockmach to that town, because againone thing to hire them but to to bring it them to the table right and alldifferent kinds of diversity right. So we think about you, know gender ethnic,racial diversity, but I were even in a trlein through a transformation wherewe need to think about diversity and sinking like iyu. You know versus justIQ right and has s, especially as we are, the the people on the forefront,interacting with our customers, who are expecting a different kind ofexperience, so also important to us is that we get potimit to this diversetalentrih. So we do talent xpos. We do...

...meetups an proximity, we havesponsorship opportunities, and so it's making sure everyone feels invited tothe table. So they can create that Innedi, unique experience. We'rebuilding experiences for customers of all type were global companis acrossall industries. We need to be making sure that we have the same people thatare building those experiences that are receiving them as well. Really GoodSteve. Do you have just from a from a data and data science perspective? I'veseen, obviously a ton of research not obvious, but I've seen a ton ofresearch about positive correlations between diversity in a variety of formsand positive outcomes for businesses. What are you seeing from a data or datascience perspective related to that and related to these initiatives? Youre,obviously not doing it bejust, because it's the right thing to do, althoughthat's the whole reason to do it, but I'm sure you can see some of thebenefits of of achieving some of the targets that you're setting B Chrispyfeel for to jump in. If Ho is I'll be honest, I have not necessarily done any direct correlationto business growth s now. Maybe it's been done else elsewhere. I think I'mworking off of the research and research you're talking about ananecdoto feedback that we sey, where we have, whether it be customers, partnersor other employees, and the way they share their experience back to say, Hey. This is something that was verypositive for me. I also would say that I've seen a number of examples whereit's not just that, I think effective in the customer and the way they workback. But I've had number of people that incredible talent that hat come towork at Cisco because of the focus on this, and so people that have havetaken jobs that that they may have not even taken the higest salady and say.Look at. I want to be a part of something that has a mission like thisand some of the most amazing people...

...that have come to work. NCX have comehere because that's the reason they want to impart of something bigger thanjust going, and you know delivering business results that are. You knowthat we're talking about eereyday, really good wewill, add that we havesomething that we call the people deal R H and it's really kind of the Correem work, for you know how wekind of approach, our talent and what we call conscious culture, and thatwere deal is because the people that the people the deal the most importantdeal about the company waver strike and a a deal applies two ways right inagreement between the employee and the company, because you ow no longer aremployees just coming to work for a paycheck. We spend a disproportionateamount of time, especially now at our employer, and we have a differentexpectation of what that experience is, and then perhaps our employers of us,and so there's always this. You know this balance of a trade that'shappening, and so that's kind of what we call the people to go. That's so. Ireally appreciate that language and I think the observation, typically you see it attached to you,know millennials seem to prefer purpose over. Like everyone prefers purpose, weall want to feel like what we're doing matters. We all want to be proud of thework that we're doing want to be proud of the way that we're doing it and wewant to be proud of our team members and outcomes, and I really like thatpeople deal language Christi already mentioned Steve Te thes a little bitabout it, giveback programs, but if you want to take the first go at the secondof those three areas, I'd love for Eny insigts. You have to share there yeah.I think one of the Christian IV of we looked at this kind of look at t itfrom two Lens, which is, I think, the most important one that we want toprovot. It is a flasform for people that are passionat about for individualcause and give them the means to go. Do that I think you know oftentimes. Youknow that aline about whyare the major organizational initiatives by all youknow when we have a rapid response when...

...there's a catasiphy around the world.SISCA is all into go and help amongst these things and where we have anentire process behind that to respond, and you know, I think what we've reallyfocused on addition to. That is that second part which is, are we givepeople the meings for what they're in their local communities, in particularnow with Covi? How can they go in and help the people that are struggling ata local business, the localsthomeless shelter and do those? And in that wegive sometimes aabilitate matching resources? We give them. You knowparing people up through our communities. We got ways to share ideasso that you, an Kgo, hey wilse, is in there want to do this together, soyou're not going out, it alone give visibility to what they have going on,and I think it becomes that around swell from below that I think wha. I'mpersonally Christyou may have the things that I think I'm really proud ofthat. I think we've been able in the last year, in addition to the bigheadline things that you try to do, yeah absolutely at a time where youdidn't quite know how people were going to react orit, because we all kind ofpunker down and got into fun protective mode. It was really amazing to see thatpeople still have the capacity and the need to reach out and help others, andyou know we all realize that it's really kind of silk an Volla. We aremost often adt an advantage already. So I love to see that you know we had aculture that you know we kind of say in fact, one of our lastchecks. That theme was rising up and we have in fact brizen out. So that makesMOU feel proud right. You talked about that purpose. Eason andsummers, don'tnecessarily expect purpose from a product, but you expect it from from anemployer from a job, and this is just one other way to give us purpose, and Iappreciate I appreciate that that constant lens shift between the the thelarge obvious moments and what what I'm imagining here is like this kind ofconstant presence like we are community members. Our Team members are membersof this community and we're going to participate in constructive ways andthe company is going to support and...

...enable that and it's interesting it's.This might sound a little bit trite, but you know when you, when you readpackaging from like you know, maybe some food companies that you like andrespect, and they say things like baked with love. I think it makes adifference. I think this this this the sense of purpose in the in themotivation to show up, I think, comes through in the work that we doobviously for a customer facing people, because the customers can feel thatcoming off others, but I think I think what you're doing has so many to theegree that it's immeasurable. It still has measurable benefits to it, and I appreciate the scope and range ofwhat you're doing there Chrissy. Maybe kick us off on the third one aroundpowerful employee experience. You know supporting team members, equiping themsupporting thriving. These are just some phrases that I'm maybe justcreating here to set you up, but talk about how this this work that you andSteve Ere doing together comes together in an experiential way, yeah. Well, we have talked about youknow creating these very deliberate customer experiences from day one. Sowe know that we need to do that for employees forn day one and every dayfrom thereon out one of the things that we've recently done and is created a weW t. We call role communities inside our CX function, so I believe, there'stwenty one role, specific communities and that's a platform for these, theowords of a feather to connect to share best practices, to ask questions andSher documents and just help to make their job a little bit easier. Onething that I particularly love about how we constructed these communities isthat they are all open to anyone. So nothing is private and it also allowsfor you know, as we haveall his organizations, you know so rapidly,especially intact. The jobs that many of us have today were not jobs that wecould have studied for in college. So you need to always have you know abeginner's mindset in this oelyan...

...modality inside of a company and Youwsopeople need to remain personally curious and it's always been exploringtheir next job opportunity. So these forms allow people to jump on cals withthese forums to observe the feed. That's happening so that if they wantto be a customer success executive at some point, even if they're not readyright now, they can almost shadow that, and so it's just another way for us tobring that just community but inclusively to what we do. Of course,we also do that with our customers. We have communities, those role of bender,Steve as well. WAELSE tryn think jump INSEE. If there's anything that youhave top of mind, I don' know what there's more whant to come back to o. The only part I would add in is. Wetalked in the beginning about the moments that matter, and I would I'lltell you a story that just we went through the Christiand I so I had anemploye in my organization, Tha Atr wedding plan and then covid hit and all of a sudden. Obviously none ofthe attendees could get to Chicago to go to her Waitin, and when I found outabout it, I calle Christia, I'm like because you know obviously she'sdevastated. This is talke about a moment that matters right and Fhristi,and I were able to go and find a film crew that was local in Chicago all the production. Obviously Susgomakes webx technology, so we were able to bring conferencein in and weactually were able within in undernine days, suddenly reset and move herwedding to be virtual, so that all the people have suddenly couldn't fly in.Could it actually now a tender way, and you know we just did it, because wewanted to help her well this this week we actually took the production of ashort clipse from that inchuck played it fromt of the entire company meetingto talk about book. This is some of the happiness that we can create in timesof need, and I think that part of that I think Chris Tay Wer, most proud of,was not the production of the video but...

...immediately Rebecca Weit in and saidyou know. This is why I work at Sisco, because when I needed hell all thesepeople jumped in help me Takin Hem, reallyt, a moment that mattered andmake it wonderful. We coul share that with you toe then, and you can like eta Yeu want because it's on youtube now yep, absolutely yeah, so frok folks,woare listening. Of course, we do short writeups on all of these episodes. Iturn out some short video clips. We embed the faaudio if you want to listento it in a in a post, we put all of this up at Bombomcom podcast. I willabsolutely take that link and I will include it heck I'll, probably justembed the video straight into the post. I think it's just such a great story,and you know I think, at the end of the day we've been talking around thesejust kind of human values in general and what all of us, what each of uswants most is to be seen and appreciated. To feel like we matter inthis idea of supporting team members outside the bounds of the work that isassigned is just just crease a it's a just a lot more fun, be it's moresatisfying and see it does build a lot of that relationship and trusted likethere's. She knows the team is behind her. She knows that she's going to gethelp if she needs to ask for it her whilst to ask for it, it will be thereand sometimes it'll, be there, even if she doesn't ask which is awesome. So Ireally appreciate you sharing that story. Jumping in I hae YSEO. I Love I'm surewe proaly all V. He said something last week that just really resonated with mearound that employers should be careful to not call their company's families that rathercommunities, because families don't forlow their their children. One timeget tough right or have to make some of those tough decisions right that acompany Wuld, but it's better to call yourself a community because it's aplace where people feella sense of belonging and care about one another,and so I think, when you're doing culture rightthat's what it feels like.That's that's what community is yeah. I...

...like that. I I think the original itcame out of like I think that Netflix slide deck was thislike you're, not afamily. I think you're a team or something like that, but I thinkcommunity is this nice middle way through those two things that are, youknow you can't get rid of that uncle, even though you might like to my I justlike so so. The family isn't always Paralyz ing community is great languagefor it. Just from a practical standpoint and not a personal curiosityand for the benefit of listener. Steve Tell me a little bit about these skiplevel meetings. I think for for folks who aren't familiar. Of course, this iswhen a leader doesn't just meet directly with her R, his direct reports,but rather the direct reports of those people, but I think I feel, like Iheard in there this idea that it might be happening across teams and evenoutside the bounds of you know. Second, layer reporting yeah. It is not exclusive to people inyour organization, but I think there's an important deonce, which is the goalin these, is to uncover and recognize where we haveunconscious bias. We are all a a product of who we are the make up ofthe experiences we've had, and so every quarter we have these proximitymeetings now. The key is Youwoud have to be Meetiang with people that aredifferent from you, and so sometimes I will be meeting with Africa Americanblasts, sometimes I'm meeting with women, sometimes I'm meeting withpeople from different countries and all of it. I think the key thing here isnot to talk just about business, but if we open the conversation with look, Iknowledge I have unconscious bias in the goal in this is for you to help mesee that so that I can take actions at the hell. You know you in a way andunderstand what you need, whether it be the localization that's need, or theexperience that slotally women have different from men in the workplace,and so it's not just about the business. It's in fact not about the business.It's about the actual experience,...

...they're happening and trying to becomemore aware of all the different ways that people are engaged excellent. Who is just again from apractical standpoint, so thet people can put it into play, who are executingthese, and maybe how do you like? Is it? Is this like thinking of some of thetools that have popped up since since covid broke us all apart physically?You know some of these things that will do like random matching and these typesof things like how functionally? How are you creating these opportunities,see we measure it. So we you know require feels like a strong word whenyou're doing something that is with the intent of building good culture right,but this is this happens. Tocome easy to us. We ask all directors blasaces ahuge population in SIDANCISCO to have two proximity meeteups a quarter we dothrough. We have a inclusion of collaboration, leads for IACHorganization, so with them there is some matching that takes placeorganically, we're just networking right. I talked about. We have talent EXOS this past our lastquarter. We did Wen around African American and blacks Bu, so we did roundtables and Mentorian sessions where you could sign up to be a coachor to a listor be a listener, and also participants could sign up. So we do those acrossdifferent kinds of diverse groups to allow to get that proximity and matchpeople up really good. I would love to ask each of you kind of a person likejust a direct question about your role and maybe how you got there and I'llstart with you steve this. This move into data science, obviously data making data useful rather thansimply using it for reporting, is a step we all need to take for you is isjust like a natural arc of your own experience in your own career, or wasthis something that you know you put your head down anddecided? It was a direction you were going in and studied it directly for acouple of years like how did this move go for you? I think more of US needmore at this intersection of marketing...

...and Datascience, and some of this otherwork that you're doing. How did that go for you, so I think it would. I put it in did tothink thet two areas, one, I think, there's a lot of you know informationand focus on data science out. There so became just an interest level, but Ithink what I really got into it is. You know I have an accountability todeliver a personalized experience for you know in the hundreds of thousandsof people and customers, and so there was a you could there'sonly some much you could do with the processes in patforms and the contentat some point, if you want to deliver that you you fundamentaly goes back toa conversation around data and then I think there becomes a you know: There'san entire podcast around the evolution of how you go through from hey. How doI get now clean and usable data to? Actually how do I, you know, go alongthe journey to make that personalize and fundamentally in personalization,is you know, a derivitive out of a data science orientation, and so it's acommendation of an interest an to succeed. I my jaw and requirement so interesting. An N, of course, you'reright that it is a demand of the role. If you're going to be doing this,especially across that volume of of stakeholders, it requires clean Datas, your reference, and thatis a completely that'd, be another hour, long conversation that I'd be happy tohave sometime, and I appreciate your time here with us, Steve Chrissi, alittle bit about your role. You know you've had these. These high levelcommunication roles had a few different organizations all very well respected.I would love you just your thoughts on the communication function. Inparticular, I mean it's one thing to be doing all of this work, but obviouslythe organization, the CX organization, is Sisco, for example, or some of theother teams and groups you've represented as a communicationprofessional talk about that communication layer and how valuable itis, and perhaps maybe even the divide...

...between internal and external, how muchyaure communicating managing communication internally versusmanaging it externally, you know for for people outside the organizationyeah. Thank you. I would say for you no, this role that I have right now, whichis both communications and marketing. Is he perfect marriage of thoseinternal external so really, obviously we're communicating out to ourcustomers through our marketing motion, ourpartners as well our NTIE ECO system, and then it internally, which is youknow, very important, certain leasn? We leave the transformation. All thesestateholders Teo communication becomes that connected tissue across thepross. Whatever we do, and you know,is really enable tow rapidly, we can transform and I think, there'ssomething the reason why I'm drawing the communications I know many othersare. Is that there's just something about language that matters right sofor us, when we talk to our customers, Andor, Oro Ma, who is, is fouremployees speaking to them. You know with words and language that resonateswith them. That is meaningful when we went towards told me the other day that this function that I have right is thesoul of our organization whic. I really loved O write. I you know kind ofthought about, you know we'r, the heart and the soul. We bring it to livebecause we know that stories matter and that's one of the most powerfable toolsthat we have as human bediance. So that's why I love communication. That'swhy I want you know. I took this opportunity marry o now marketing andcommunication, so we can continue to tell those meaningful stories about ourcustomers for our customers. Coect customers in that hero spot, so otherscan continue to see themselves o that there's a lot in there that I wouldlove to pick up on, but I feel like you've already been so generous withyour time. Specifically the power of storytelling, I think, is in theemotional residence of it and memory, of course, is a function of emotionwithout an emotional component there's very little to to internalize and takein, and I agree that language matters and there's a lot there. I appreciatethat for either of you is there anything about exr CX that that,obviously, with our limited time we...

...couldn't cover everything, is there? Isthere any more? Is there any note that you would like to add related to ex orcx that you think listeners should keep in mind or take away from this think,there's a overlooked opportunity. I will tell you that the part that Ipersonally struggle with is you have to have a blend of creating accountabilityand also a part of it thats, creating nors andculture and trying to figure out when you apply, which tactic whether you betalking about your employeng experience or customer experience is, I think,where I wil find myself trying to navigate between the two old times. So you can FRA Exposi targets and getpeople tot do things, but then they may just check the box and actually whatthe truth it experiences when it becomes normms an a part of VAW. UOperate, yeah. I think you really identified the cruxs of it. It remindedme a little bit of your reference to art and science, and that really is a delicate balance, and-and I appreciate that for for people who are listening, I mentioned off thetop episode- thirty nine- that was with Lance risser and Levi Iris of DutchBros coffee they're, both VPS of a field operations, and so we broughtthose two gentlemen together to talk about company culture as yourcompetitive edge. That was certainly a theme here today. This idea of peoplejoining Sisco or staying at Cisco, specifically because of a lot of thethemes that you were talking about in the not just the work that you do, but,more importantly, the way that you do it and why you do it really matters andcreates a competitive edge in Thaat was episode,thirty, nine and then on episode. Seventy three with Chris Wallac he'sthe cofounder and President of an organization called interview, Group,Inne, r interview group, and we call that marketing to your employees, notjust to your customers and so reminded me Christie of your your inside outsidecommunications marketing peace. It's this idea that what we talked aboutwith Chris was you know it's one thing...

...for the organization to make strategicdecisions, turn them into tactical plans and go execute them, but withoutthe the awareness, of course, of all the front line, employees and theunderstanding of why we're doing this at the front lines and then, mostimportantly- and we do t the three of US talked about this. In thisconversation, the emotional buyin like, like the I don't just know what thecompany is doing. I don't just know why the company's doing it. I agree. Iunderstand I understand in a way that that I believe in and can get behind,and it's when you can create that alignment from what we're doing. Whywe're doing it all the way out to the front line, which is where the customerexperiences it that that's the bridge between the EXCXPC that that we spentsome time on these are two of my favorite questions and I get to askthem to two people. Soll start with you Christi two opportunities for you, hera chance to think or mention. Somebodyho's had a positive impact onyour life for your career and a chance to give a nod, or a mention or a shoutout to a company or brand that you really appreciate for the experiencethat they deliver for you as a customer. Okay, I'M GOINGTA GO RED DRO here. Myfirst boss is ever my parents and because they taught me that personaltouch matters right, soas as a kid I couldn't use my presence before I wrotea thank you note and not just anythink. You KNOWAT, I had to say what I likedabout it, how he was going to use it if it was money, and so I always learnedearly on that stay with me, I'm the oldest of three girls as well. When Iwent out to college, I got a no every single day from my dad. I thought thatwould stop and my sisters went to college, but it did't he did the samefor them. So he taught me the first one to teach me about the importance ofcreating a predictable customer experience. So I would say props to myparents. I'm go, go also a little mainstream on the company right withthe holidays, having just passed North Frup, so I've spent more moneythan IAM care to admit there. The season and I'd had a sister who hadworked there and of course they stand...

...for Quality D. We know that. But what Iappreciate about Morster is that they always start from a point of possiblefrom a place of yes, so they assume that any problem product that custmerbrings to them is their responsibility to solve full accountability, and Ilove that Bui appreciate both of those responsesvery very much for variety of reasons that it's not the first reference toNorsfrom, but that is the first simple language that people can easily attachto and take away, which is starting from from an assumption or a positionof Yes. This assumption of possibility is so good and thank you noites our anabsolute lost ourt. Thank you notes, or thank you videos or whatever, and it'sreally really sad. I think you were trained well and I hope that thattraining returns more broadly. I was traded the same way and my dad stillwrites me notes every single week. So it's a joy, Steve same questions foryou. I am excited to hear what you have to share here, yeah. So, coincidentally, sticking with a themeof family for influential, but I let a Referen, I wouldn talk about my wifeand specifically, she has a life goal of going to eighty countries by Aga,but it's not the number that matters is actually the experiences that we create,in particular for our children and so what's come out of this, for example,is my kids have seen how you can play with children in ort parts of Cambodiaand have as much fun in that regard and experiences like when we were in Blad aSaris and got in a setway and immediately the adults got up to allowthe children to sit, and I think, starting to see how all these differentcultures to form your experience of what life should be like is beenfoundational to you know what I would define is how you applying business forlife overall and then the second question whin to go in differentdirection and I'm actually get out reference. A local restaurant calledanes here in San Diego and the moment...

...that I would call upon was a few monthsago. We all know the restaurant businesses struggled through this covidsituation. They actually shut down because a family member of one of theemployees was exposed and they send something out and said, look in serviceto the local community. We don't believe the employee ispositive, but we're going to be PROACTEV to make sure we're doingwhat's right by the local community, knowing fullwell the hardship they'regoing through economically, I its what I can tell you eaus it's our favoritelocal restaurant, where Yannie himself will come and check it on you whenyou're at the tables. It fits a broader thing, but it shows to the point wherehe's up against the ropes and plut his customers in the community first that'to me is the definition of experience so good. What a great story- and I alsolike the reference to experiencing the different ways that people live theirlives and norms, values, approaches and this ideaof creating something beyond our own immediate experience by collectingexperiences, ind incorporating all the best pieces, so good, okay, Sisco, Sisco, CX Christy. Where wouldyou send someone to follow up with you or with SISCO SISCO CX wher some place?You might send folks all right, Sisgo CX AR twitter BANDAL. If can gosstraight there I'll take you everywhere, you need to go from there cool and Iwill include a link to your linkedon profile in the right up at Bombamcom,podcast and seeve any any other places you like to send folks that whoaveenjoyed this conversation. I like dit, is perfect. Like let's start theconversation I mean, I think this. This is a continual at I mean bothdirections. Awesome. Thank you both. So much is its really fun. I guess I needto create more opportunities to have more than one guest at a time. It'sit's been really enjoyable. For me. I appreciate your insights. I appreciatethe way you approach the work that you do so many things in the conversationthat I enjoyed specifically the way the company reacted organizationally to theshift in demand to a subscription basis...

...and, of course, all the things thatyou're doing internally to make sure that humans are supported in the rightway, so that they can execute in a way that they are proud of and can enjoy.Wea agree time thanks for having a e En yeah. Thank you so much. It's beengreat, clear communication, human connection, higher conversion. Theseare just some of the benefits of adding video to the messages your sendingevery day. It's easy to do with just a little guidance to pick up the officialbook. Rehumanize your business, how personal videos, accelerate sales andimprove customer experience learn more in order today at Bombamcom Book.That's Bo, MB bombcom book. Thanks for listening to the customer experience.podcast remember the single most important thing you can do today is tocreate and deliver a better experience for your customers, continue. Learningthe latest strategies and tactics by subscribing right now in your favoritepodcast player, or visit Bombomcom podcast.

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