The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 year ago

55. How “Slightly Better Than Average” Creates Amazing Experiences w/ Shep Hyken


Amaze every customer every time … that sounds like a promising foundation for a remarkable customer experience, doesn’t it? That’s the theme of the conversation you’re about to enjoy. My guest today is Shep Hyken, Chief Amazement Officer at Shepard Presentations and a customer service expert and speaker. He’s the New York Times and Wall Street Journal bestselling author of six books, among which include:

In this episode of The Customer Experience Podcast, I talk with Shep about what it means to be amazing, how amazement applies to the customer experience, and how to use video to beat expectations by just 10% each time, every time.

Shep has years of experience in customer service and has been a speaker on the topic for decades. Keep on reading as Shep dives into our discussion about how to deliver an amazing customer experience by being just slightly better than expectations — and about why “fine” is the danger zone for satisfied customers. 

You’ll also hear:

  1. Why you have to exceed expectations by 10%
  2. How nothing’s changed in CX in 50 years
  3. Video techniques to deliver amazement
  4. Your brand is a promise
  5. How a car dealership amazed Shep with its superior customer service

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Amaze, every customer every time thatsounds like a promising foundation for a remarkable customer experience. Againand again, that's the theme of the conversation you're about to enjoy myguest is e New York Times Ind Wall Street Journal best selling authoramong his half dozen books are the cult of the customer, the amazementrevolution, the convenience revolution and the recently published be amazingor go home. He's a hall of Fame Speaker He's been working in the CS and CXspace for three decades he got a shout out from Dan Gingis back on episode.Thirty five of this podcast. He believes that the true purpose of yourcompany is to acquire and keep customers that, if you focus on thecustomer, the money will follow. SHEP hican welcome to the customerexperience podcast wow. That is a great introduction. Thank you for having meit's an honor to be here. Good, I'm glad you enjoyed it. You know. I justreally appreciate the work that you do in the spirit that you do with in yourphilosophy really comes through. As I mentioned before, I hit recorder, youknow I read a couple of your books in the past couple of weeks and just you know, your approaching philosophyis so well aligned with what we're trying to do here, which is basically Idon't want to minimize it, but maybe speak to this before we get into theinto the meat of the conversation. You know, I think, a lot of about our corevalues and a lot of the values that you express through your book. It's justbasically about being a good human and making a commitment to yourself.Another people to be a good human. Like talk about just like the deepunderlying Sur that drives you er you're, referring to the book, beamazing or go home which actually was first published a little over two yearsago, and that was just a manuscript I wanted to get out and then a my regularpublisher, sound wisdom, picked it up and rereleased it and they're handlingall the retail and this book is really about good habits. I always talk about customer serviceand experience, so I make it angled toward that, but really at the end ofthe day, it can be for anybody in any job and even somebody on their personallife. It's just great habits, there's seven major categories and then there'sfive subhabits under each of those. So there's thirty five habits and all ansomething something is simple as show up on time and be ready and by the way,if you're, waiting for a friend or you're going to meet a friend, you showup on time because that's the right thing to do for your friend if you showup to work and the office is open at eight o'clock showing up at eighto'clock, manes you're- probably not quite ready to go to work at eighto'clock. So there's all kinds of lessons in thereabout being proactive about accepting feedback. So that's the underlyingthing is to be the best you that you can be, and in my world it's be thebest you you can be for your customer or your colleagues who are yourinternal customers right. I think F, as even you did in that response. Therethere's this this GIV and take where any of these skills and habits and reminders are transferable, personaland professional all the time again. That's why TAT's, why I associat itwith just being an awesome human yeah yeah, so so I'm going to start where I alwaysstart, which is your thoughts or your definition ofcustomer experience. When I say customer experience, what does thatmean to you sure it means? Hopefully I'm getting paid to do a speech onCUSTOMERSR. No I'm just kidding customer experience is something thatgrew out of customer service. Real smart people years ago started saying:Let's not call it service anymore, let's call it experience, then smarterpeople realized it's more than just the interaction that you have with people.It is the entire experience that you have with a company or a brand from themoment. You think about doing thisness with him. Maybe you find them on anadvertisement or find them on the web, an and their website and all the waythrough every little interaction in connection think about beyond justpeople to people. If you were to buy like your iphone just opening, the box is acool experience and companies are...

...recognizing that really anything thatthe customer does to interact with any aspect of the company is an opportunityfor them to form an impression. That's what the experience is and the end it'severything right and, and you do a really nice job of breaking outpositive, negative neutral and the implications and consequences of those talk about. You know, because this is very challenging,especially in a fast growing environment, but really for anybusiness to be very, very consistent across all those touch points that youjust referenced, maybe talk about like the the math formula around this, like,I feel like you. Could you know century to build one? Second, to fall right?This idea, I good good, good, neutral, neutral, good, good, good, good, good,good good, but then bad could like undo it all talk about the relationshipshore. You know, because it's not just a straight yeah ledger. What the goodnews about bad is bad is easily fixed, and if you fix it right, you go rightback to being good good. Good good good, the problem is neutral. That's theactual danger zone in my world. People think that satisfied customers is whatthey want, but they don't. What you want is a loyal customer that issomewhat emotionally connected by the way loyalty doesn't mean they buyeverything from you all of the time. Loyalty means they will come back andhere's my formula and you use the word math. Let's use math on a scale of Ondeto five here. One is bad and five is amazing, so you' have bad, fair, goodor Avera or average. Then good, and then amazing average is right in themiddle there. It's a three is that right, yeah. So that's the danger point,because nobody ever really complains about a three: they just yeah. It wasokay, it was fine which, to me fine, is a for letter word. That starts with Fit's the fom of customer service and experience, but if you can be a littlebit better than fine or average and how much better do you have to be even justslightly better ten percent better specifically and I'll tell you wherethat number came from in a moment, but if you could be a little bit betterthan average all of the time, then you're going to be thought of T. it'samazing, because people say you know what they're always knowledgeablethey're always helpful. They always get back to me quickly and here's the coolpart, even when thereis a problem. I know I could always count on them. Sowhen there is a one or a two, a moment of misery, if you will that's when the company steps up and not only fixesthe problem but restores confidence to bring them back to abub average andthat's what you're shooting for now, how did I CEP to ten percent? For yearsand years, I've been saying be a little bit better than average all the timeand you'll blow people away, because the all the time part is the hard parthorse shoult the first president and Co founder of the Ritz Carlton Hotel Chain.In an interview that I had with him on his most recent book, he said when heset out to create what he considered to be one of the world's greatest brandsand luxury in a hotel chaim, the Ricz Carlton. He said all we have to do isbe ten percent better than average all of the time. Ten percent, in otherwords a three point three or better on that scale, O one o five gets you anamazing radie. By the way the recent people get rated af four, instead of afive many times is because they slipped into the mediacrity zone, that level ofthree, so they bounced around, like you said good good, good, far, good, good,good, good, good, Goo, good, good, okay, good, good, good, good average, andthat's why it's inconsistent, but always better than average earns youusually a five. That's great. It reme that ten percent Nember reminds me ofas at a sales and marketing conference, and this gentleman presented thesemathematical fact that seven ten percent improvements in a process, anThi- is a little bit different than...

...what you just said. INTHIN E percentnumber. You know one times, one point one times one point one times one pointone and you do that seven times and you've doubled the outbut. It's likeOneine, nine, six, so like it really does. It's amazing thing really adds upnow. So you've been doing this like customer service, customer experiencework as a speaker and a writer and a consultant. What are some of the most commonquestions that you were getting like ten or fifteen years ago, and how doesthat differ from some of the conversations and questions and thingsthat you're helping people with today like what's different today than maybeten fifteen even twenty years ago? Well, I got good news and bad news, so thisisn't going to make you the bad nas. Thit won't give you a great answer, thegood news. It's probably the truth, and that is really nothing's changed.Nothing from fifty years ago, nothing has changed. Customer Interacts with acompany. They want a good experience, customer S, a problem, they call theyneed help, they want the answer, that's it. I actually joke sometimes that Ishould do a speech on customer service and experience. It will be the shortestspeech. Ever I will walk out and I'll say, be nice turn around and walk off stage.So really that's not changed. This is what customers want. What has changedis what happens in between from the time the customer starts to do businessand finally ends the interaction with a purchase and hopefully moves on to moredown the road, for maybe they call wit the problem, because now there'smultiple ways to get to a company. There's you know the typical telephone,there's, email, there's messaging, there's, there's all the social mediachannels, facebook, twitter, etc and APPs that you can get on your prone,the Amni channel or multiple channel description of all the different ways.A person can connect with a brand accustomer connect with brand. That'schanged, artificial intelligence use. The right way is enhancing theexperience, but at the end of the day, customers still ants whith theoriginally wanted, which is the answer to their problem or positive experience.So all these extra tools are what are adding to that experience or helpingthat experience, but they're not really changing the experience. F. F, that ifyou understand what I mean yeah, absolutely I mean it like. He. Thechannels are more numerous. It adds a level of complexity. I think alsoprobably customers maybe expect a little bit more, but what o reallydeeply need and respond to is still. The same thing show me that you careand do I just meet or slightly exceed my expectations and we'll stay in adecent zone. Yeah and really I mean I really hope that we can slightly exceedalmost every time and by the way you come to expect certain things. Soonce you expect that little better than average experience just meet that. So Ithere's a there's a restaurant in St Louis Missouri, where I live very wellknown restaurant. It was considered at one point one ofthe finest restaurants in the country. It still is in my mind, and theexpectations were so high that all they had to do was meet that customers highexpectation and it would blow them away. I think so many times that's what ourcustomers want. It's just do what I expect from you and you'll make mehappy and I'll come back. You don't need to blow me away, but just you knowif you're just you know, I learn that you're always going to be punctualyou're, always going to call me back when I call you you're always going torespond to my emails, timely you're always going to have information for me.If you do that, and it's that word always again followed by somethingpositive, you've nailed it. So that's a theme that I drill into my clients andthe audiences that I speak to over and over again, as I say always, is theconsistent predictable little bit above average experiences. Thatr customersalways want, and you said, that's also the hard part. So you, I assume yougave yourself your title. It's chief amazement officer. You have Amazoramazing and three of your book titles.

What is amazing mean to you yeah, so,once again, amazing is the consistent and predictable above he averageexperience again, not necessarily over the top, although once in a while, it'sgoing to happen, but you can't and those experiences that are over the topby the way they happened as a result of problems or special opportunities thatyou hear about or notice. So you can't wait for that to always happen when ithappens, sees it because people go wow. That was unexpected, that's great, butDan and dayout you've got a deliver on the consistent predictable and when youdo that, that's what's amazing. Yes, I call myself the chief amazement officerbecause it does tie in with often the words that I like to use, and I use myfirst book. I wrote was moments of magic and that was a fun one and Istill talk about. How do you create that moment of magic, which is betterthan a moment of misery and actually better than a moment ofmediocrity, average or satisfactory? So those are the three ways allinteractions go bad average good. That's it and you manage them and youtry to make them all abub average, which puts them into the good zone andthat's when you're operating at the level of amazement, again, predictable,consistent experiences that are above average, really really good. I, let's do this part, maybe its a littlebit of a speedround okay, I'm just going to give you a few notes that Itook for myself as I was reading some of your work, and it just give me likekind of a quick response to it and I'll start with the word confidence. So youuse confidence and be amazing or go home in a way that, like there's anuance to it, that I hadn't really thought about, or I'm certainly neverused. Confidence in that context talk a little bit aboutthe importance of of building confidence. How is it different thantrust talk about confidence? Sure confidence actually creates trust,because when I know something's going to happen when a guy use that wordpredictable and it's Pe, you know that means I will own that experience. Itrust that it's going to happen once I'm at that point of trust. Trust is anemotional connection that I have with you. Therefore, I'm more likely to dobusiness with you again. Trust will actually read the loyalty so create theexperience, create the confidence, but the customer realize it's going tohappen again and again they own that experience. They start to trust you andit hopefully leads to some type of repetitive business of not loyalty,great the standard. You refer to the standard. Obviously some of US thinkabout a high standard when we do, we think about some of the brands thatyou've already mentioned as exceptional companies, but you know when I read thestandard in Standard and standardizing, I thought about kind of culture and theway we do it around here, like the set of norms, talk about setting a standardin what that means. Sure boy, I hope I know I wrote about it now. I got toremember, but no the standard is what you createis your standard which, by the way, you want to have an alignment with what thecustomers standards are at the end of the day, you may perceive yourself tohave the greatest service in the world, but it's the customer gets to be thejudge and the jury, so you create the standard and- and I don't know if we'regoing to- I mean I've written about the standard different ways different times,but here's my take on it. There is a a level that you must maintain. That's aminimum, that's your standard and when you create this standard, one that thecustomer will enjoy when they experience it, one that will say yeah.I like that. I want more of that. That's what it gets whim to come backand also makes it crystal clear what you expect from the people who workwith you, because they're the ones that are going to deliver on that standard,really good you' see touch on a couple things that have been kind ofbackground themes on the show, which is that the customer decides right o. Youmay say things about yourself. You may think things about yourself. You maymake make excuses for a situation. The customers opinion is the opinion. Thecustomers experience is the experience you try to influence. You try to manageit, but ultimately it's up to them.

I love this one you're always on stageOh yeah important, and how does that affect the way that that we act andinteract always on stage means, and I just wrote an article of that's comingout next week. The show that we're on will probablycome out after this, but the idea of it was a gentleman walked into a store andthe person was as friendly as can be, that person on stage their own duty andthen she went off duty and she walked outside of the store to take a breakand, as the customer came out, he smiled at her and she didn't smile back.He said Hi and by or whatever he said to her and she didn't respond back andhe thought wow, that's a completely different personality than I was justused to seeing when I was inside with her. The point is she still had heruniform on. She still had her name, Badg Ohn. She was on stage and she's onstage all the time and I believe that really people should think ofthemselves as being on stage all the time, whether they're working or not.How do you want people to perceive the way you are? You should be able to beyourself, that's fine! I get it, but if youare going to be one way with onegroup of people in a different way, I mean who are we to believe who's? Thereal you so part of what I wrote about was when wehire somebody hire them for truly what their personality is, because nobodycan fake it and make it long term. Eventually they will implode. So youcan only put somebody into a situation where it it forces them to use anopposite of their typical personality for just so long. So, that's to me, youknow it's like you'R on stage all the time, even when you're offstage, youknow Disney talks about front stage backstage or on stage and backstage youknow when, when the characters are out with the with the guest they're onstage when they go back, that's what they coald take their you know, maskoff or take you know their costume off. That truly is backstage, but still Ibelieve that the best people live their values and are their personality. Theywalk their talk. They walk their walk all of the time, great just salidpersonal integrity. Again, this about being a good human sed customers don't compare is tocompetitors, even though we spend a lot of our time in our own heads around ourcompetition, our competitors. Instead, they compare us to all of their otherexperiences. Yeah. That's that's big! That's actually changed over the lastfew years it's been a customer expectation because great companies,great brands, are teaching customers. What good service looks like what it'ssupposed to be they're SOEX. I remember years and years ago, when Fedex andCadillac and a few other brands said we want the Malcolm Baldridge QualityAward, which is the equivalent of today's. You know jd power award thateverybody's talking about this is. This is really cool. So, likeOh wow, we want to go. Do business with somebody, that's won an award for greatservice, and then we do and then we like it, and now we start expecting iteverywhere. We go because we're getting used to it. We like, when that happens.Why can't they be good as good as this other company so realize customers nolonger compare you to direct competition, but to the best experiencethey received from anyone or any brand, and it could be that you know guy downthe street that sold you a pair of tennis shoes that wherd he just spentso much time and took great care of you and made sure you got the right shoeand then he even looked up to make sure that the price was matching the lowestprices. I mean that's the kind of guy. I love. Why can't everybody be as goodas that? You know so right or it could be the big brand that you just love todo business with you know, traditionally, people I'll say: what'your favorite brands and they'll say you know: Amazon, Apple, SouthwestAirlines, D and a few others yeah rinded. What you just offered theirreminded me of this. You know you hear about that. The Uber of filling theblank right like it's just a new pitch's, a new conversation. It's thishis idea that fast and easy- and so I...

...want that in more places in my life Yep,okay, this is a direct quote. A brand is a promise, delivered, Yep and andthink about it. Most brands have a tag line of some sort and when they deliveron it, that's great t's. What you want to be known for the Ritzcar will talk about horse.Shalt. Has a nine word Credo. Interestingly, I could give you somebackground on this, but the cool trivia is. He wrote a term paper in highschool when he was apprenticing at a school where they're teaching him abouthospitality. It was called where, Ladies and Gentlemen Serving Ladies andGentlemen, he took it to the hotel when he started the hotel and this becametheir Montra or their crito as they call it and everything they do is aboutdelivering on that promise or, Ladies and Gentlemen, Serving Ladies andGentlemen, and this is what the ritch wants to be known for and that's what Imean by you know, you know delivering on that promise. The brand is a promisedelivered really good. Another direct quote in the last one in this in theset of questions and then well move on to a new topic, but this one reallyspoke to me: Ogain. It kind of bridges that that divide of personal andprofessional- and I think it's for me- kind of the peak of a lot of these ideas. Findingsomeone you can count on in this life in business or anywhere else is a verybig deal yeah. I said that yes, which book no I'm just kidding. I thinkit's out to be amazing or go home finding somebody I mean it is a bigdeal when you can count on somebody once again, they've created theconfidence they created, the trust you own that experience. So one of thebooks. I wrote about a long time ago about eleven or twelve years ago, which,by the way, is being released again in March two thousand and twenty updatedversion about fifty percent of it was change all the new stats in facts. Wetalked about the cult of the customer, which are really the cults or phasescustomers go through these groups and the fourth of the fifth of the fivepaces is ownership. When you can get somebody into ownership, that's whenthey can count on you, that's when they know it's going to happen at that point.You're just you're right at the the beginning of creating that customer.Amazement now realize that as soon as there is a problem, you go back tosquare one and they're back in that first cult, which is a cultiveuncertainty. However, when they learn that you stand up for what you do, thatyou'll stand behind your products that you'll deliver on th the promise thatyou make that you'll call them back quickly that you'll take care of theirissues that will immediately move them back into number four and it back andobviously back in to fie, because when they know- and I said this earlier in aconversation- you know the word always and even when there's a problem I knowI can always count on them. We need to train our customers to. Let us know enthere's a problem, so they can learn that they can always count on us soimportant. I feel like and you've probably seen this in all kinds ofsituations, but it just occurred to me, as you said, that that there areprobably these problems that aren't such a big deal, that I'm going to pickup the phone or fill out the form or whatever it's just it's just under thatthreshold. But it's annoying enough that I perceive it as a problem, and soit's going into that kind of that deficit in terms of my trust and confidence inyou, those problems that are just under theradar, probably some of the deadliest ones, yeah, that's the danger zone.That's that satisfied. Customer that doesn't make the complaint, and I wrotean article years ago called the satisfied. Customer is a dangerouscustomer not because you're going to come in with a gun and do somethingterrible to you and that form of danger. But the danger is, they don't complain,so you think they're happy and then they just never come back, because youdid something that wasn't above average, you maybe did something that was alittle bit annoying. Maybe there's a little bit of friction that you couldhave eliminated, but unfortunately it...

...didn't. They didn't complain, which iswhy it's so important to talk to your customers and find out what did youlike about it? And if you do get a survey back from somebody and let's sayit's a one tofiveor, it's the net promoter score zero to ten. You knowyou might ask if they gave you the perfect score. Well, what did I do todeserve that? I want to know, and is there one thing you culd? Think of thatwould make it better. I would love to know that too, and if you gave meanything less than a great score, what would it take to get one number better?Okay, that's pretty easy for them to tell you like yeah, you know: Here'swhere you screwed up and you don't want to say what would it take to get backto a ten if they gave you a four, maybe they'll give you a good answer, maybenot, but if you can find out what little incrimental increase you canmake, you know that would and that's when you'll find it the small things,the nuances that will allow you to deliver an even better experience, I'mnot going to say a perfect experience, but let me give you a quick example:The Wall Street Journal found this out. If you go to the Wall Street Journalonline you're allowed to download a certain number of articles before theysay. Okay, your limited is up for the month. If you want more, you have tosubscribe and, interestingly, they had a great little checkout system rightthere where you could subscribe and what they found is. is they started toeliminate the fields of information they were asking for and just strippedit down to what they absolutely needed to get you to subscribe. The subscriberrate went up for every time they eliminated one field. It went up asfraction of her percent, but it was trackable and traceable and they saidwe don't need to know if it's, Mr Mrs Miss What doctor, whatever let's justget their first tame in their last name, would d. We even need their name. WEDjust need their email actor. I I don't know. If that's the case no, but canyou strip it down to where they just need? The bare essentials obviouslyneed the credit card information that type of thing. But what else do youneed? So there you go. It's just simplify things, make it easy, Yep,lowering the hurdle, reducing friction it's all there. I would be remiss if we didn't spend atleast a minute or two talking about video yeah. You totally get it you'vebeen using it for a long time, Youe sent hundreds and hundreds of videosout of your bombam account talk a little bit about the power of video andwhen you like to use in particular this kind of simple personal video that that just lets people know that you Sanappreciate them. I mean the thing about the bombom platform is often times Imean I have a subscription where I can send hundreds at a time to a group ofpeople. So if I'm speaking to an audience, it's really cool to say,heyerebody, I'm going to send you a video and include my notes from thespeech and a few extra points, that's cool and then I could attach or have alink to my notes for that speech. That's greatand I think people like that, but you want to know what the most powerful useof this for me anyway. This is my experience is one to one conversationsand it's simply I've just finished my speech, I'm on my way to the airport,I'm in the taxicab I take out my mobile phone. I hold it up and I shoot a shortvideo to the client hand just leaving the resort. We had a great presentation.You were so awesome to work with. Thank you so much, and I share a few thingsthat I really enjoyed about the experience and let them know how much Iappreciate them and- and it's so amazing to me how once in a whilesomebody like wow, they open it that quick wel. They watched it again andagain and again- and I know what's happening, they're showing everybodyand I love that it's making impact another great way. Is I get off thetelephone with the potential client and I simply I will always send them anemail to restate my points, but I really quickly send them a quick videoto say: Hey thanks so much for taking the time. This is a real quick recap ofwhat we talked about and I summarize it in more detail and an email shortly,but I just wanted to know this is the top of my mind what we talked about,and I think that really helps me get more business. There's so many ways tointeract just think of it is just a...

...different way of it's a it's a it's avideo version of email. If you will, I don't know if you like to hear that,but that's yeah. Well, it is really I mean that's the dealis. You know ourwhole Mo is. You know: you've been relying onfaceless digital communication, wrigt the same black text on the same whitescreen to communicate some of your most important and most valuable messagesand I'll just kind of go back to some of the things you offered there. You know that that little thought ofI'm just leaving- and I just really enjoyed myself. Thank you so much forhaving me, like that's the kind of thing that I know in my life beforehaving this tool available, I would have just had that thought and kind oflet it go and it's a missedopportunity of maybeif I was really diligent I would maybe do a handwritten note or somethinglater on and that's obviously a great habit. You should build these systemsand processes for yourself, but you know it's just it's so light andeasy and personal faster than typing and just leaves that impact an becauseyou can't fake that time and attention when you take. You know one minute insix seconds to recapt the most important things on that on that andthat potential client appointment call that you're talking about in yourrestate, you know, maybe readdress a couple of their objections and a couplef things that got them really excited like you can't fate that attention itlets them know. They were t at that. You listenin that you that you, thatyou're processing what they share- and all of that is really good so that, bythe way, going back to your original first question, that is huge in thecustomer experience. That is an experience where they go wow. This guygets it so years ago and I still send out a preprogram questionaire. I callit my the the you know: It's the speechmaximizer, it's like. If you fill this out, I'm going to be able- and it'squestions like who's, your competition who's in the audience. You know notnames of people but, like you know the Positionan, you know what's the biggestconcern, you have those questions. If you filld that out, I would be able togive you a better speech. Well now, I will ask you some of these questions inour first call, and I now know what the client wants. One of the my favoritequestions. I learned this from Dan Sullivan and by the way, sometimes you know some of the quotesthat you had one in particular where you said the brand is the promisedelivered. I didn't make that one up, so many people have that one. I justincluded it as one of my favorite ones, but this is a question. That's one ofmy favorite questions from Dan Selvan. I do know who came up with this and hesays I call it the magic question. He calls it the Dan Ulivan question. Isaid we were to get together a year from now. What would have to happen foryou to feel that this was the best investment into a kynote speaker thatyou've ever made or whatever your business is? You know if we were to gettogether three years from now two years fror one year for now, what would haveto happen for you to feel that doing business with us was the best decisionyou made. So two things happen: okay, number one. Is They actually give methe answer? I have them think about it, no rush, let's talk it through, butnumber two that forces them to think about me being with them so that theyhad me. So we coul talk about what would have happened a year from now rthree years from now, then, when I make sure to capture that answer- and thatis the most important thing that I could share back with the customer,because if I can incorporate what they've asked for from the standpointof success criteria, that's how they define it, I'm going to nail exactlywhat they want. That's the most important question that I ask andthat's that answer it's so important that I let them know that I know whatthey're asking for yeah. It's a really powerful question and you talked aboutmultiple layers and benefits to it. When I'm thinking about within ourbusiness again we're a software company that people subscribe to, and you knowI have a number of different teams. If...

...we know that on the way in the door,then we can communicate that internally, so that no matter who touches thatperson or that account or that team knows what they value. Why are theyhere and what are they seeking to get out of it so that everyone's on thesame page from the beginning, yeah, it's so important you set and that's why, with thecustomer defines the success criteria from the very beginning? You know whatyou're working toward you might also be able to do somethingwith that answer that you that you mentioned. I think this is also an beamazing, which is you can be honest withyourself and say, and with the honest with this potential customer and sayyou know what that's not the kind of thing I can deliver for you and you goH that extra step of even referring them to a competieah is so important.You gotta stay in Your Lane. You have to know what you're really good at and,if somebody's going to ask you, I don't mind being pushed a little bit outsideof my comfort zone, but don't ask me to do something that I don't do unless I'mwilling to make that part of a regular piece of what I do, because I believein always looking for strategic byproduct. I would never be where I amtoday with all the things that I talked about and do if I did, if I wasn't open,minded and willing to listen to what customers are saying and asking for.But if a customer says to me Shep, we really would love for you to do aprogram on time management. You know WHA. I really don't have a lot ofexperience on teaching that I mean, I think I'm pretty good at doing itmyself, but I don't think that's I'm your expert for that and I'm very quickto tell people I'm not the right guy and I will help you find the right guy.By the way I have an advantage. I'm a member of the National Speakers ofassociation was President of the Association several years ago, so Iknow thousands of speakers that I could recommend if it's not the right fit andand the clients love it, the other speakers love it and and a everybodywins so good. That speaks to where I alwayslike to end these awesome conversations. I really value your time in your insideship and they thank you for spending this time with me and for all the folkslistening. You know you're just right there withrelationships right, we're in a business ecosystem. None of our successis ours alone. We rely on other people, you know to be successful in our work,and so I like to give you the chance, as a guest of the customer experiencepodcast to think or mention someone s had a positive impact on your life orcareer and he've already mentioned a couple of companies, but maybe off foranother one. That's delivering a great experience for you as a customer, sothose are two questions, not one SA two separate questions. Let's start with a great company in mybook, the Convenience Revolution. I have big brands that we've all heard ofyou know you mentioned Uber and you know making things convenient,disrupting and Amazon and Microsoft and Wall Street Journal. Even there's a car dealorship that, aftertwenty five years of doing business with this sdealership that I used to goto. I now do business with this one for the last almost eight years, and Ihappen to be out driving around with my wife and she says you need a new car.Oh that's the one. I want you to look at and now e're nowhere near my home,where, like ten pus miles away, and I okay I'll go in there and of course thesalesman says, what can I help you find aday and- and I thought you know I'mjust looking- I know that's what everybody says. You know what I don'tmind if you're just looking. If you want to drive a car, that's fine to,and I drove that car it was great and I came back and I jokingly said to him:what's it going to take for you to get me in this car today and he thoughtabout it, he goes wait a minte. That's that's something like I should say toyou and I said seriously I'd love to buythe car from you, but you are too far away. If I have to drive here in themorning in traffic hour to get my car service, it's like an hour plus roundtrip they' going to pick it up later. On of the day, I can't I mean it's justeasier to keep doing business with WHO I've been doing business with WHO, bythe way, is walkable distance from my office. Wow Yeah, that's pretty easy,and this is what the guy says to me. He looks around he says: Do you see awaiting room anywhere in this...

...dealership and I said: Well, I don'tsee it he goes. Will we have one, but it's very small, it's behind this walland it's very nice by the way, coffee, TV, Internet, everything, an ee, buthardly anybody ever uses it and heares. Why? Because, when you buy a car fromus, we will bring the card to you and every time you need service will bringyou a loner which, by the way, will be a brand new demonstrator for you to tryout with the latest and greatest model is and then we'll pick your car up andwell bring it back when it's done. The only time you ever come in here is tobuy another car. Gothat is amazing, yeah and guess what happened. I saidwell rit up the deal and he goes really I go yeah and- and I mean I think, I'mready to buy the car. I just I didn't come here expecting to actually buy ittoday, but he goes o I'm going to rite up the deal and here's the thing. Ireally believe we're competitively price, so take it and go check with theother dealership and if we're not, let us know, because we want you to get thebest deal to, I said sure, and it was competitive it I don't know if it wasthe lowest pride, but it was close enough. Did you entin shot that, or didyou just like just the policy alone was enough to build that cont? It was butno you know my I'm a customer service guy, so I had to know if my my originaldealership would honor what they were offering and at first they said. No, wereally don't do that, but you know what will do it but it'll cost you an extrafive hundred dollars. What okay, then they sayd? Okay, don't worry about thefive hundred dollars we'll do it as long as the car is under warranty and Igo well well what happens if I keep it longer than three or four years which Ido and they sai? Well, then, you know and I go okay, never mind and I left,but the price was close. I mean they were probably even a little lessexpensive but than the new dealership didn't matter. I love these people andthey do a great job and guess what I'm now I'm getting rid of buy a third carfrom them. So that's not bad an a time and like Soso. That's that is adisruptive process. Right, likete liver is frups the whole thing because itchanges. It sets a whole new expectation, but you just saidsomething there. That is to me one of the best things you can hear and wehear it. We hear it regularly. It like renews my confidence and excitementabout all the work that I do, which I have a lot of inherently anyway, butwhen you hear it back from people, it's great. You said I love these people,that is a IG deal like, and you just did it naturally and here's the coolpart. I don't really remember many of the people. I just remember my salesperson, so this is something I term the awesome responsibility where one personrepresents all of the people who worked in and he did a great job. This was thekind F of dealership I want to do business with and by the way, they'vemanaged to meet. My expectation of this level of service they've been great towork with and an here's the cool part some, and by the way you use the worddisruption you don't have to disrupt an industry, just disrupt your competition,that's what this dealership did. They found out something that they could dothat others wouldn't and it was delivery and they send the guy out withthe keys to the you know, the Loner car to swap for my car. This is theambassador. Okay, this is like they sent some old guy out, that's kind ofretired, and this is his job and he loves doing it because he gets to talkto people. This is like the Walmart greeter on steroids. You know gets tointeract with me, because that is the relationship that I have with thisdealership outside of paying the bill for when I have service and then I'lleventually go in and and meet with my advisor my sales person again, but thepoint is in between people say: Well: How do they stay connected? They? Don'tyou don't go into the dealership? Oh No. They send the right guy out to takecare of me and that's important. So there you you wanted an example. I knowwe went a little long on it. I think it's important yeah, that's good,because you got into like a real real process there and you don't need to buya bunch of new tools and technology or anything to I mean that all helps andYouar refer to Ai and the way you K, ow.

You Tie together with your human staffand make the humans more equippe to serve people better t, an all that thisis just a straight process. A physical transaction of I'm going to put a guyin the car he's Goin Na drive to where you are you're, going to exchange keys,he's Goinna drive your car back and then do the same thing again as soon asit's r. So smart he's Goin to be nice, he's going to make you feel like thedealership loves me yeah, it's good and apparently it's mutual now think er mentioned someone who'shad a POA SOBODY! That's had a great profound effect on me and by the way somany people I could mention, but I'm going to mention the guy I mentionedthe most- and that is my mentor and who I refer to is my ill legitimate, fatherbud dietrich, but it passed away a few years ago in his late s. But when Ifirst started my business back in one thousand, nine hundred and eighty threepretty much right out of college bud said to me so you're going to be aspeaker. HMM, you know what to be successful. This is what I think youneed to do. You need to work eight hours a day five days a week, doingnothing but building relationships and getting people to want to hire youthat's what your job is. Now that isn't writing the speech. That's not doingpaperwork and paying the bills. You can do that on the evenings and weekends.So, but if you spend forty hours a week at getting the business, you'llprobably get the business. So I summarize that by saying the job isn'tdoing a speech which is a lot of what I get paid to do. The job is getting thespeech, so any business you have that you know it's like I mean I could sella car, but I can't sell a car unless I have a customer coming in to meet withme to buy that car. So once I start to build a relationship with a customerand give them to buy once I want to make sure I treat them in such a waythat they'l want to buy again and again and again the job isn't doing what itis. You do. It's Gettin the customer getting them to buy what it is. So heprofound effect my mentor Bud. Detric God love them. God rest in peace, a manmay rest in peace, unbelievable guy, wonderful ship. This has been great. Ialready thanked you for your time. You gave me even more here and also gave itto all the folks who are listening. If people want to follow up, they maybewant to to check out your website or check out on social pick up a couple books. How would youencourage people to connect with you sure the easiest way is Hicancom Hyk N,but you know you can go in Amazon and, put my name in you. Can you know I'm ontwitter at Hican, Instagram facebook? You can find me everywhere: Cool Hican,hy KTN, hicencom hikan on twitter SHEP. Thank you so much for your time. I hopeyou have a great rest of your day. Thank you, you to ethen. Thank you.

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