The Customer Experience Podcast
The Customer Experience Podcast

Episode · 6 months ago

187. Creating a Collaborative Coaching Culture w/ Andrea Morter

ABOUT THIS EPISODE

What two things does a leader who cares about coaching do?

1. Hold a mirror up to your own behavior in constant self-evaluation

2. Coach people into the growth they want, not the growth that you want

In this episode, I interview Andrea Morter, VP of Sales at Get Beyond, about being a leader whose coaching style helps others achieve.

Andrea talked with me about:

  • Why CX means keeping your promises
  • How local and remote work communities intersect
  • Why the business advocate position is a better, stronger sales role
  • How to get started as a coaching leader
  • What the ongoing mindset of a coach looks like 

Check out these resources we mentioned during the podcast:

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Coaching is not something you schedule. It's not something you do just on a one to one every week. Like coaching should be your mindset, it should be your consistent and tension. The single most important thing you can do today is to create and deliver a better experience for your customers. Learn how sales, marketing and customer success experts create internal alignment, achieved desired outcomes and exceed customer expectations in a personal and human way. This is the customer experience podcast. Here's your host, Ethan Butte. If you're a regular listener to this podcast, you've certainly heard this before, but it always bears repeating. You cannot create a remarkable customer experience without first creating a remarkable employee experience. Today's guest is a selfdescribed lover of all things sales and people and a champion of coaching culture. So we'll be talking through ways to better support our team members so they're equipped, empowered and inspired to deliver better experiences for our customers. She's a sales professional who's been successful in a variety of industries, most recently Fintech, or financial technology. She's been a fully autonomous individual contributor as well as a sales leader and team builder, she currently leads a team of four directors and thirty five business advocates as a vice president of sales at get beyond. Andrea Moore Order, welcome to the customer experience podcast. Thank you so much for inviting me then. I'm really excited. Yeah, me too. I love the way that you set up your your linkedin headline, and we're going to be getting into those themes, specifically coaching culture, which I think is preceded by loving people in loving sales. But we're going to start, Andrea, where we always start, which is customer experience. When I say that, what does it mean to you? So I think the customer experience, I mean the biggest thing for me is doing what you promised. I think when you tell a customer that you're going to take care of something or how their accounts as going to be handled or what to expect, it's really important that those expectations are what they're actually going to receive throughout the process. Set in clear expectations really lays the groundwork of any good customer experience. I love it. I mean you just is infer what I'm inferring from what you said, is also like predictability, consistency. Certainly, promising something and delivering it is part of that trust building process. Really good. I love that. It's really powerful. When did you to the degree that you are, I mean when did you first, like start consciously thinking about customer experience, or, more specifically buy our experiences? Is something that you were ever conscious of where you're just like I'm going to be a good person as a salesperson and I want to hire good people and encourage them to be good people. Like, have you ever been conscious about creating or delivering a more intentional buyer or customer experience? Yeah, absolutely, I love that question and honestly, it's been a driver for some of my company changes. Right. I think it's so important that when you're the face of something, especially wearing, you're an outside sales right, you're talking to people in your community and a lot of times the corporate office, the people making some of these other decisions are not in your community. So I think the biggest thing for me was realizing that maybe I'm out making some promises or or doing some things that end up not getting supported by the powers that be. So that kind of drove me to look for a new employee experience where what I'm putting out and what I'm promising was going to be held to by the company and the standards that are laid out across the board. So absolutely I think it's a key driver in why sales people choose the company they choose and if it's not that, it definitely should be. They need to be looking at. You know, how are the promises that you make out when you are the face of the brand? How are those being upheld throughout the the chain of the life cycle of the customer? So many good points in there that we could peel apart.

The one I just gets when I want a double back on here, is this idea of face of the company, this idea that your sales team, Andrea, is the physical, human embodiment of the whole opportunity and it really does have an outsize roll on the customer experience because it's early in the process and it's very human, even if the product or service delivery isn't. So I appreciate that sensitivity. How, in general, how common do you think this type of awareness is among your peers, not necessarily your peers in the company you're in, now. But just you know your sales peers in general, do you feel like customer experiences just like that's just a buzzword that people are saying, or like people like seriously as you are really trying to connect it to employee experience and and etc like? Where do you think, in your own experience and observation, where you think sales is with this? So I think it's something that gets considered as you grow in your sales career more often. Right. So, people who are brand new to sales, they may not be looking in they're hiring and interviewing process that how good is the customer experience going to be? Maybe they're weighing things like camp and, you know, the daytoday roll and what they're going to need to do and maybe they're they're not fully thinking through. Well, what is it going to be like after I on board the customer? But I think elite sales professionals or sales pros who have been in the industry and any sales industry for a while, they are really evaluating when they're taking a job at a company, what's the experience going to be like for the people I'm serving after the sale as well, because they know that affects their reputation, their ability to get referrals that you know, it's the trickle down effect of how that expands into the market. If if things aren't going well after your part of the sale. So good. I love this is forecast what I think is going to be like a big chunk of our time together here. But you're doing it from the person being recruited or considering being hired position, which is in it speaks something I've known for a long time on the marketing side, which is the importance of integrity. And by integrity I don't mean just like the you know, the personal upstanding, consistent in word, indeed, etc. But the integrity within yourself of believing in the product, believing in the service. And if there's a disconnect you don't actually believe in what you're representing, what you're selling, the words that you're writing, the things that you're saying, that it's just this really from an integrity standpoint within yourself, just so broken for context. Tell people about beyond, or get beyond a little bit, like who's your ideal customer and what problems do you all solve for them? A name by that I let's position a specific to where we just were, which is what is the product or service that your team members are physically embodying? Yeah, for sure. So one of the the really big things, and I'll go back to exactly what we do, but this, this subject of promises really comes a lot from from what we do at beyond. We actually have ten core promises that we make to all of our clients up front to set the expectation what they can expect from us from a customer experience side. And and what we do is we work with small, small to medium sized business owners. We also work with some larger chains. We do payment processing, payroll, HR on demand, some other business solutions just to really streamline operations, help them look at costs and some of the things that often fall behind the scenes when you're, you know, running the day to day of the business. A lot of those operational things get pushed to the back burner. And we work locally in our communities, sit down with the merchants and help them understand what what these bills actually say, what's actually happening in this service, ways that they could speed things up faster, ways to take payments online, ordering stuff like that. Awesome. I love this local angle that's emerged. I missed it as I was doing my research. Like you know, you're building this team in the mid Atlantic, in the southeast United States, I believe. So let's go into that a little bit. Like the...

...why is local so important in this scenario? I love that question. So for us, the local customer service is really a key differentiator. Right we we're here in your market, you know, normally we live not too far from you. We actually are looking you facetoface, sitting down with you and taking the time to understand what's happening in the brick and mortar environment, and I think a lot of times we've moved so far from that with technology, and especially over the last couple of years, to you know, everything is over the phone and it's quick and it's digital, and I think, especially in what we do, a lot of times little pieces get missed about your customer experience or, you know, the way that you actually need to receive payments from your customers. If you're not they're kind of watching how the business actually flows. And then I think there's also just this wonderful thing about being somebody who's works in your community, lives in your community that you can call on their cell phone and can help you, you know, on site rather than just having to do a hundred percent of your trouble shooting over the phone. We do have a customer support center that is seven that will support them via phone and, you know, we have digital applications and can take things and do meetings, you know, virtually and over the phone as well. But I think it really sets our brand apart for you to have somebody locally that you can work with and that gets to promote your business locally and share what they know about you and the community as well. I think that's so powerful. I mean when I and I'm you know, feel free to correct me if I'm mischaracterizing any aspect of this, you know, but I feel like so much of the product or service, really the product piece is really about efficiency, scale, streamlining, digitizing, etc. And yet so much of the service layer has this really strong human component and I love that you all see it as a differentiator. Is it by chance captured like in those ten promises? is any aspect of this human to human dynamic captured in those? It is. I mean, we really do our best to make sure that you, long term, have a local business advocate. Of course they're, you know, our employed turnovers and changeovers just like any other business. So sometimes they are working with our seven support center. But we also have local directors, you know, leadership who's there to back those those promises up, and we are spending time with them in the local business and their community. And one of our promises is you have, you know, a community of local support. I love it. Do you find that to be a powerful thing for recruiting people? I mean, at some level it's limiting right like so one of the things that happened in the pandemic is I can literally work for anyone anywhere in the world. You know. I know a lot of people came to bomb Im. We're all in not all of the hundred thirty, hundred and forty of us, the vast majority of us are in Colorado Springs or short drive away in Denver. But now the more were hiring. We're hiring all over the world. But I know a lot of the people that have been here for years pre pandemic came because we were a really great place to work in Colorado Springs. It it's funny because a lot of them are choosing to work from home, even though they lived ten minutes from the office. Do you find that this, that this local differentiation, the local presence, is helpful for you in terms of recruiting folks? Definitely, and I think, like you said, it's kind of a catch twenty two right. I think we were really lucky that we were already a remote team. I think when when everything transition right, there was all those buzz on Linkedin and everywhere else about you know, motivating salespeople or distributed teams or how to, you know, encourage each other in a remote environment, and a lot of it really, you know, made me chuckle a little bit because I felt like it was a huge blessing for us that we had we were ahead of that car. We were already distributed, we were already remote, we were doing, you know, teams meetings before that was totally bought on...

...in the rest of the environment. I do think, now that there are more options for working remote, that that is kind of challenging, because I think it was one of our really big differentiators prior to everything moving so remote, that you have the ability to do that. Now we have a little more competition in that space for hiring, but I like the idea that we're not, just because we build local teams right and because we have leadership that covers those local teams. You kind of get the the best of both worlds, right. We're not asking you to come into an office, but you do have peers that are fairly local to you. Most of our business advocates have, you know, a colleague within an hour, maybe two hours of them, and are most stretched out areas. But we really try to encourage local meetups of our employees. We try to do some divisional events where people get together, and then, at least a couple of times a year I try to get the entire region, you know, everything from Delaware to Florida, and pull us all together and have some, you know, in person facetoface, because I there's nothing like that either. I mean the remote world is wonderful. I don't want to go back to working in office, you know, five days a week, for sure, but I think you can't replace some of the human connection that you get from, you know, sitting down and sharing a meal with people in person. Hundred percent, absolutely agree. Although I do choose to be in the office five days of weeks, it's like two miles from my house in the internets amazing and just like a nice space for me. But most of us don't and we've also experienced the same thing you have. Cuts both ways. We got a lot of people because they wanted to be local, but at the same time the competition is all over the world. Now it's we're playing both sides. In the introduction I mentioned that you lead a team of four directors and thirty five business advocates. So I'd love to go into that a little bit more, because you're one of the first forty or fifty people on the team and now you're now the companies over six hundred in your team alone is now forty, so that your team is now the size of beer and cut tire company when you joined it. So I just think there are a couple interesting things that I'd love to get your reflections on. But first let's start with that title business advocate. Like why that title and what affect do you think it has on the person who holds it? So the business advocate position was definitely titled Intentionally for not just being, you know, out making sales. They are full cycle sales and the business advocate role and the truest depiction of full cycle sales that I've ever really seen in the sales world. So they are really, you know, drumming up their own referrals, meeting the clients locally, getting involved in networking and community events, really branding themselves as experts. And then they're supporting those customers long term for the life of the account right and incohesiveness with our service center and and not twenty four seven support that I mentioned, and they definitely help out with some quick you know trouble shooting things or solving a quick issue, but they are working with those clients and supporting them and they're compensated for that for the life of those accounts. So you know, there's the the compensation driver that keeps you tied to those as their advocate. But then on the other side you're also able to advocate for that business as they grow, as they scale, when they need, you know, different services or solutions, and you know, as a company we're always innovating and coming out with new, easier things that we can help people with. On the payment side, during covid and in two thousand and twenty, we rolled out our online ordering platform. That is super quick and easy called storefront that would allow people to stand up a web page to sell online, whether it was a restaurant or retail store, to do curb side delivery, and we, you know, really blew a lot of the market pricing out of the water and how quickly we could stand that up and and put it on a web page and give them a way to use a shopping cart. I think that was one of the ways that these business business advocates could really advocate for their...

...customer and say hey, listen, you don't have to go down this super expensive road of redesigning a website and creating this massive thing. You know, you can just Shin't stand up this landing page as a shopping cart and it gives you really quick access to be able to serve your customers and really do what's right by them. Really good example and it what, maybe what it made me think about, is you already have this installed base to sell to who already knows you, who already trust you, like a all of the hard early stuff. Can I get their attention? Will they pick up the phone? Will they reply to by email? All that stuff is taking care of in it's hey, I know you. I understand your business. This is some of the stuff that we're going on now here are three things you told me over the last two times we got together. Therefore, I'm bringing you this new opportunity. Would you like to talk about it's just like it seems like the full cycle. I feel like it should be more common, but crazy, I guess it depends on what you're going to market with. It's so interesting because, you know, as I've gotten involved in a lot of other sales networking groups and podcast opportunities and talking with the ways other business leaders build in the sales channels. I mean the SDR AE model is the primary focus of how people build and I don't like sometimes I can't even really wrap my head around it. Like your you build this rapport on the front end and then you kind of got to start over right, like you've got to rebuild that rapport as the AE who's kind of relearning and they're, you know, good notes and things like that, I've heard are a key topic right, and and that environment. But you know, we really have the the full responsibility, but the full blessing of you get to start this relationship from the ground floor and you get to see it all the way through, like when you were talking about customer experience. Right when we're shipping out a device, they're doing an installation like you get to make sure I feel like there's there's privilege in that. I know it's a catch. Twenty two of you are doing this extra couple steps of work to get the account stood up, but I also know a lot of business advocates who would hate it being any other way, right, having to toss it over the fence. You know, they want to see it through to running and a happy, live working customer. So you know they're on site, they're plugging in equipment, testing cards, training them on how to use the services. So I mean, I think it's a really beautiful model. When it's it has to be compensated correctly, right, and I think that's the thing is, if you're not paid to help support this account for the long term, then you're losing money trying to support something when you really need to be just generating new sales. So I think it also depends on how your compensation model is structured for what part of the job you're supposed to be most involved in. Yeah, really good points out. What was your is you were you know, building out the team from one hundred and forty. What was like? What were some of your initial philosophies or thoughts like? How are you thinking about maybe rich which rules to hire in what order? Maybe a couple lessons you learned in those first few hires? How did you start this process of growing the team to? What was the size of the company when you start it? Definitely so. I started as a business advocate and then I moved up through the the ranks of leadership. So when I really started in the leadership role I was in a division director role. I was overseeing the entire state of Virginia and truly I originally I looked at metropolitan statistical areas right and I went for a different route than I saw some of my other peers take and if I could go back and do it again, I would do it differently. When I started, I wanted to get like one or two business advocates in each of the major areas, which we believe in a lot of field time...

...training. So we spend a lot of time on the road and teaching our reps in the field, walking into customers with them and the hands on training aspect. So if I had it to do over, I would have worked a lot closer to home first and then, you know, got one area fully trained and moved to the next and done a few they are so you're in the same place. I spent a lot of time driving three hours one direction to turn around and drive four hours in another direction. So definitely a lesson learned in that to how you how you grow out an area around it rather than creating that. I kind of wanted to like a lynchpin in each area right and I thought while all scale, this person to be a team leader and grow underneath them. It sounds great in theory, but it didn't exactly work out that way. So we did definitely scale and incredible top team in Virginia, but we were all pretty spread out for a while there. And then when I moved into the VP of sales roll, I inherited part of a team, a team of really great people, and the Maryland Delaware market. I inherited a few people in the north and South Carolina market and then I actually took over Florida a year later, so then I inherited a group down in the Florida market as well. So we've continued to grow on those and you know, work with the directors to kind of have a different that that closer to home strategy to start with, so you can really spend a lot of good time as you're getting people up and running. Yeah, or let's let's go into then this kind of coaching culture, and there's a lot there. You're already answered a couple of questions I was going to have, which is like it's some of the hiring happen in rounds, but it sounds like some of them were there and you just earned more responsibility. So I guess we'll start there. I mean, obviously trust is super important as you're the new person that they now have to you know, look to, report to, etc. What was some of your what were some of your initial thoughts as you were inheriting these regions and these team members, like, what were some of your I mean, I would assume just that this time we sped together in this conversation in prior you know that you invested in them, you know, like real time in the goal was to like build trust and a healthy relationship. But you know, go a layer deeper there, like what were some of your initial when you're like okay, Andrea, this is now your area and these are the team members in place. What were some of your initial approaches to managing that transition for them in a healthy way? A hundred percent. So I think the biggest thing for me from day one was I need to meet them all right, like how do I get facetime with each of them as soon as possible as a group and then also individually, to sit and understand their experiences and how things have been so far, what they liked about what they were doing with previous leadership, what they think, you know, they'd really like to see more of and then consistently, one of the things I work really hard towards as tying peers together. So I think it was also really, really important for me that they were quickly brought into the entire group right that the people who didn't know each other from state to state, we're getting opportunities to collaborate, to share ideas. I think one of the really great things about the fact that our market is so wide at beyond right anybody who processes a payment via a credit card or anybody who has employers they need to pay on pay roll as a potential customer, which is, you know, the world is your oyster business model. So I think one of the really cool things about that is that every business advocate kind of finds their own niche, right. They just end up over their career kind of getting it, maybe a couple of niches, but they have things that they're really, really good at. So giving them the opportunity to really speak on their strengths and how they get into these certain markets and cross sharing that information, I think helps a lot with the cultural growth. And then from a coaching standpoint, I mean it's just so important that before you can even have a coaching conversation or get into how to maybe improve or...

...create more impact or income or deal count right, you've got to really get to know what they do well, right. I mean you have to have a really clear understanding of what's working for you today and understanding where they want to improve, where they want to go. What's what's their why? Awesome. When did this passion for and I'm going to speculate in three different directions in the answer might be all of the above or what of the above, whatever. When did your when did your Personal Passion for coaching and people development emerge in and was it driven? My guesses are. It's either just inherent to who you are and or it came because you've had a really good experience earlier in your career and you in that like really let you up and you wanted to do that for other people when you had the opportunity lead teams, and or you had a really bad experience or bad experiences when you're younger, like I'm never going to put one of my t members through what I went through back then. You know, is it inherent to you? Is it based on good mo modeling in the past or bad modeling on the pastor or kind of all the above? You know, honestly, I think it's a combination of a lot of things you just said. Like I think I have a natural instinct that I want to lead and I want to help people and I want to see people's lives improve. I want to see things be better for them, I want to see them be happier. I do think that that is something that I've kind of always known. You know, when I was younger, I wanted to I wanted to be like a preschool teacher right. So I don't know where, somewhere along the lines, that completely changed, but I do think it's a combination of the second to as well. In the experiences that were really good, I think there were still things that I would say, man, if I was a leader, I would never do that right, but we're all humans and I think sometimes you do things that you don't even you don't realize how that comes off or how that's impacting people. It's something that, you know, I'm always trying to ask or feedback on how something landed or, you know, what somebody else has thoughts were of that approach, because I think we all try to do our best and you work with what you've been taught and what you know and your experiences in the moment. And then I think on the second I've definitely had some experiences that I felt like were the real opposite of an inspirational coaching collaborative culture and I definitely wanted to make sure that we were totally writing off and completely avoiding some of those things that would totally make me cringe. Yeah, how do you get into you know, honest conversation with people like like I'm just just practical advice for maybe a new leader or a young leader or an aspiring leader of any kind of a team like, you know, to get at like what really motivates people? What are their strengths, what strengths you perceive, and how do you validate those? How do you give feedback on you know you're blind to this weakness or you're blind even to this strength, like those are obviously really honest and in difficult conversations and even like this kind of what motivates you and where do you want to be in three years, five years? I mean at one level you just come out and ask it and just be a decent person, but is there, you know, what are some things you've learned into or would recommend to other people in terms of getting people to kind of drop their guard and walk with you in this because they know that you're aligned with them? Like, what are any practical guidance for people who want to do this or want to do this better? Yeah, that's a huge topic to unpack and I don't think you want my like forty five minute answer on it. I would say that you have to figure out what you who you are and what your coaching style is, and I think a lot of it starts with vulnerability and trust. I think you have to be able to articulate this is. This is kind of how I normally do...

...things. You know, I want you to understand how I approach things, what my thought process is. You've got to share some of that up front because, I mean, I know with my team for sure, like I can come out very direct and that can land hard in the beginning until we've built enough rapport and enough trust to know that I am consistently coming from a place of your best interest and caring about you. But depending every single person is different, right. There's no two people on the team that I would coach or have a conversation the same way. I mean two people would respond to the same sentence, you know, polar opposite aspect. So you can't have just one format of Hey, this is how I run my calls. This is and that's my opinion, right. I know some people have this very clear you know, a form, a structure and this is what they do every time on a coaching call. But I think you've kind of got to build that around each person that you're working with. You know, where do they want to go and and there are so many good books out there. I think a lot of the strategies and theories and even like acronyms and things that I use to keep myself in check during coaching calls. A lot of that comes from reading and spending time really. I mean I think coaching is a craft and if you really want to be a good leader, you have to hold a mirror up to yourself constantly. You have to constantly be asking what am I doing wrong in this conversation, what am I doing wrong in this relationship? You know, how am I responsible for the barriers that are in this person's way and and what is my responsibility to help move those barriers and hold up a gentle mirror for them so that they want to remove them and they want to grow or get to the next level? I think another mistake that a lot of people make is they coach people to who they want them to be. Right like you have this producer who is, you know, maybe they are hitting their minimum quota, they're doing it consistently month after month, and you want them to be this, you know, next level producer. So you've decided you're going to try to coach them on selling more right and maybe that's really not something that they care about or they want. Maybe that level of income is great for them. So you're creating a conflict they're where you're coaching to something that they don't want. So I think it's really important you figure out their motivations, where the long term is for where they want to be, and then you're taking enough time to evaluate where you see gaps, where you see blind spots, you know, in ways that they can have autonomy in creating a plan, ways that they want to be held accountable, that work for them. So I would recommend a couple of really great books that I love. Radical candor I absolutely love. I think it's a great one, like you mentioned, for learning how to have direct, tough conversations. One of my favorite things from that is caring deeply. Right, if you don't care deeply about the conversation that you're having, then it's going to be really hard to challenge anybody directly. If you're challenging directly without caring deeply. I actually think that's a combination from dare to lead. Like I just pulled a another quote into that book, but better's seeing you so much. My second one would be Berne Brown, dare to lead, and then, specifically, if you are in a a sales role, I highly recommend coaching sales people to sales professionals, I'm sorry, coaching sales people to sales champions. I actually have like several copies of it back here. My directors will laugh if they listen to this podcast because they probably hear me quote something from that book at least once a week. I think it's really important for having good questions to ask, not like leading the witness right,...

...like don't put on them will how you want them to answer the question. Ask The question with the intention of finding out how they're actually doing, how they're feeling and what's standing in their way. Awesome. I don't can give you a forty five minute it was. It was fantastic. I love it and for folks listening, a couple things. That's why we have the back button on our podcast. Players Bounce that back like mindset to thirty, because sometimes I just want the last twelve seconds and I so I change it from sixty to thirty. But would no matter what your times I think they're there are three, two, four minutes, they're just guessing, that are worth hearing again and certainly will round up all three books that you mentioned and include them. We do. We do write ups and video clips and stuff at bomb mobcom podcast. So there's a different experience at bombobcom slash podcast and just in your podcast player. And Andrea also kind of moved your camera to point at the bookshelf, so that clip will be will be among the ones that are there. I'm including those recommendations. I specially like the language of holding up a mirror to yourself and keeping yourself in check during the meeting or during the coaching session. I guess another practical question the same zone. What percentage of your time would you estimate that you spend coaching, directly or indirectly, and it layered in there is, you know, if you're going to do a thirty minute one on one or a sixty minute small group, think how much time are you investing in preparing for it as well? Just give people a sense like if they if they aspire to be better coaches in their roles, because it's something that there may be undervaluing or underappreciating or underinvesting under investing in. You're obviously very committed to your own learning, growth and development and being self reflective about it. What amount of time and kind of how does that break down just a little bit high level, because I'm sure you could do forty minutes of that too. So I think that also depends on the person. It depends on the relationship, how long you've been working with them. Some of those coaching calls are you know, we've kind of found our flow and maybe I only need fifteen minutes or so to just kind of pull together thoughts from last week. You know what we committed to and make sure I'm going into the call prepared. But I think that point is a huge one. If you're showing up to a coaching call and saying, Hey, how can I help you? What do you need from me? And I call myself out on those and my team knows that because it happens right. I mean we all get there, we've had a busy week and you're like hey, what do you need? I think that is lazy leadership, truly, like I should know what you need and what you're struggling with before I show up to this call, and if I don't, I consistently say hey, like I drop the ball on this, this is on me. You know, are there things on your list that you know you need for me this week? I think that's important. I also think you asked how much time I'm committing to coaching them. One of the things that you'll read as a trend, and probably any book you read that's good on Coaching Cultures, is coaching is not something you schedule. It's not something you do just on a one to one every week like. Coaching should be your mindset, it should be your consistent intensions. So I would have a really hard time quantifying how much time I spend coaching. I try to reach out to as many of my teammates that I can reach on the phone and have a conversation about how life is, how things are going. You know where the barriers are and you know thoughts and sharing where we can help them to remove those on a daily basis. Really good correction there, from an event to a mindset, in an approach, in a philosophy and a lived practice. A really, really important shift and one that I hadn't considered as clearly as you articulated it there. How do you forecast for people? I don't know how much direct recruiting, in interviewing and selecting and hiring you're doing today. You're might be done at the director level, but in general, how because it sounds like your approach. It would be incredibly satisfying and helpful for the salespeoll...

...right. You're investing in them as a mindset and as a lived practice, not just a scheduled appointment in so how do you forecast that in the recruiting and interviewing process so that, because I think it's a very desirable trait probably to join a team that has that, because because what you're doing is a leader, not only is for that individuals for the broader culture. How do you forecast that to people or how are you coaching other people to forecast this? Essentially, it's the same thing as as a prospect to a customer. In these ten promises, I get like, is it even that formal? Give us an insight into that, like if you feel like for what I'm doing is trying to give something to a listener where if they feel like they've got a strong culture and they are investing in people and someone can absolutely grow themselves and grow in their career in this place, whether it's over two years or five years or a decade, how do you let them know that in advance? That's it. It's a really interesting question. I mean, I think we talk a lot about, you know, our investment with them and the time that we're going to spend with them. I think you have to be really careful about forecasting coaching right. One of the words that I just like despise the most is micromanagement, because it is so perspective based. Right. It's it's all about how you approach the conversation and you know whether it feels like an investigation or it feels like we genuinely care and we want to help you. To me like oftentimes that's literally the very fine line between really good, consistent coaching culture and micromanagement, where somebody's asking you a million questions all the time about, you know, what's happening and how you're doing. And so I think you've got to be really careful how you forecast what the coaching culture will look like to make sure that you have trust and you have rapport and that they're bought in and excited and you know them and there's actually something to be working with them on, rather than trying to say, Hey, where we're going to talk to you, you know, three times a day, we're going to come to all your appointments, we're going to you know, be right beside you, locking arms with you. Some people are going to love that, but I can tell you in our industry some people are going to literally not take the job because you just said that you were going to be like stuck to their hip, and that's the opposite of what they want. So I think good coaching also meets people where they're at and and for some people that is not that they want to talk to you every day. They want a whole lot more autonomy than that. So you've got to find that balance in predicting that for each person. Sure, how important do you think it is? I mean, you've already I'm just kind of doubling back maybe fifteen or twenty minutes, and it was just was more in the customer, you know, business advocate relationship. But for you, you also mentioned that one of your first priorities was to get in market and to spend time in person. How important is that direct human to human, face to face interaction and in terms of sorting some of these early things out, like I think this person might need or want these things, like you know, and you already mentioned, establishing trust, establishing rapport obviously treating each person is unique individual which is what every human being wants from everybody else, is to be seen and heard and appreciate is the unique individual that they are. It's critical, obviously, to coaching success. Talk about the role of human to human interaction, in the importance of getting in market facetoface to learn those things into like soft directly or indirectly, communicate those things and learn from people. I assume those are connected, as I guess cross another imply. Yeah, no, I mean I think they are. I think you can have a really good relationship and a really good coaching culture and really great connections even if you're fully distributed and you guys are not meeting in person. I think that is absolutely possible and can be done and is done all over the place...

...with great leaders who are not in person with their teams. I do think it is a level up, maybe a leap frog, magic bullet or something right like I think there is a barrier, a wall that's broken down. I mean there's a lot of things that talk about, you know, psychologically, like, you know, sharing a meal with somebody, like just the act of breaking bread and sitting down over a meal create it's a another specific level of a psychological bond with somebody. So I think that definitely helps. I think you also if you're really invested in coaching this person. One of the things is, you know, a lack of assumptions is huge for coaching. Like, anytime you're assuming the reason they're not doing well is x, if you have no data on that, no proof of that, or you haven't heard that, you're making a really broad assumption and kind of just shooting in the dark. You're likely going to break down some of that trust assuming they're not doing something that maybe they're working really hard on that or maybe they're really great at that skill that you're saying they're not doing. I think that really breaks trust and rapport so one of the things about being in person, and especially us, like the directors and team leads, being out and running appointments, is you're also getting the ability to see where you can help them improve and see where the gaps are and see what in that environment is coachable, instead of assuming while they ran, you know, five appointments last week, they must be having trouble asking for the clothes. Well, you have no idea if that's what happened. If if you can't see it. So I think it helps to be in person for those reasons. So much good stuff in there for people who are listening it in or enjoying your time with Andrea. I've got two more than I know you'll enjoy. One is episode twelve with Lisa Earle mccloud and that we called that one leading and selling with noble purpose. She's written two books, selling with noble purpose and leading with noble purpose, and it really gets at, Andreas, some of the themes that you already talked to, which is like kind of this why element, what motivates you. I also got really excited about how the model that you all have is it just builds community, like and I love this idea of the full cycle seller and I like I think there's like nobility and purpose in that, because you're truly helping these local businesses grow and making a stronger community out of it. And, Oh, at the same time you're probably you probably live there yourself and it's something that you want for yourself and your family and for everybody around you. So one hundred and twelve with Lisa Earl mccloud and then more recently, episode one hundred and fifty two with Morgan Jay Ingram. We called that one creating an environment of continuous coaching, and one of the reasons I thought of thought of that conversation in the context of our time together here, Andrea, is that, you know, the theme in that conversation with Morgan was your own commitment to yourself, like, if you're not getting it from your sales leadership, your manager, if you're not being coached, well, that's your responsibility and you can create that environment for yourself. And so that's one hundred and fifty two with Morgan Jay Ingram. Obviously, the folks that work for you. I hope you know you're modeling behavior that would serve them well to in addition to investing in them as human beings, which I love, because relationships are our number one core value here at Bomba, Andrea. And so with that I was love for you to give thanks or mention to someone who's had a positive impact on your life for career, maybe someone who's coached you. Well. Yeah, absolutely, I would get a shout out to Branton Nolan. He was my first leader in the payment space. And actually, on the subject of, you know, coaching people from a bar still, to this day I've never met Brandon Oland in person, but he absolutely change, you know, the trajectory of my career and really helping me to get focused in payments and and learn to be accountable to...

...the day to day outside selling process and definitely set me on a path to a lot of where I've been able to go with my career. So, Branton Nolan, that's awesome. What a wonderful thing to have someone say about you. Absolutely change the trajectory of my career. So good. How about a company, and I'm putting you in the customers share of the customer experience. How about a not or a shout out to a company or brand that you personally appreciate for the experience that they deliver for you as a customer? So I would shout out Thursday night sales. And this is a little probably not on the so much customer experience, but I guess it's a customer experience. It's a it is a community experience too. Yeah, community. Yeah, so if you're in sales or in leadership in any level of the role, even in marketing, Thursday night sales is a killer community for you know, learning about different different strategies, different leaders, different people. There's also some incredible connections that you can make their, you know, to just have that bond, have somebody outside of your own company to chat with. I love it. I've probably been going for about six months and it's a great community, great people. So shout out to Thursday night Fille. Awesome. Good call out for Amy Volus and Scott Lease, Thursday night sales. Will link that up at bomb IMCOM slage podcast. To before I let you go, Andre, if someone enjoyed this conversation, which I'm going to assume, since it's almost over and they're still with us, that they did, how can someone follow up and learn more about you connect with you? As I assume it's Linkedin. Maybe. Yeah, Linkedin has great. I'm pretty active on Linkedin. I'd love to connect and start a conversation, and also by email mortar dot Andrea at gmailcom as my personal email. Happy to connect with anybody that way as well. Awesome. Thank you so much for your time, thanks for what you're doing. I really really appreciate it. I enjoyed the conversation very much. I especially appreciate your commitment to human to human interaction in an era where it seems like we don't need that anymore. Absolutely, and I'm so excited to have been here even I love the conversation. These were awesome questions, talking about a lot of things that I feel like I could talk about for days and enjoyed your topics so and I love what you guys are doing. A bomb bomb. Definitely having a great time playing with the tools and getting better at some videos myself. So thank you. Awesome. You are welcome. Thanks again, and thank you for listening to the customer experience podcast. We have art inbox constantly foam, we constantly have messages coming in. Work emails just went up to two hundred and one. Have Ninety nine plus six hundred and seventy nine on ready e mails. We're here to talk about a major problem. My names KIP Bodner and I'm a chief marketing officer at help spot. I probably get ten to fifteen phone calls a day unwanted, and I probably get fifty a hundred emails a day unwanted. When I think about noise and trying to get that out of my life, I think about it through my most scarce resource was just my time and attention. Is it worth my attention over here versus like me spending a moment with my son or cooking a meal with my son. The answers almost always know. We also know that the by product of that noise is feeling overwhelmed, feeling like there's not enough signal, and that you feel discombobulated or confused. That's at least how I feel, so I also tried to protect myself from those feelings as well. Watch dear first name, a four part, first of its kind documentary series now on Youtube, and explore how digital pollution is a roding our ability to communicate with each other and build trust. Thanks for listening to the customer experience podcast. Remember the single most important thing you can do today is to create and deliver a better experience for your customers. Continue...

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