The Customer Experience Podcast
The Customer Experience Podcast

Episode 137 · 5 months ago

137. Enhancing EX and CX Through Brand Storytelling w/ Gabrielle Dolan

ABOUT THIS EPISODE

If your brand is the stories people share about you, the concept of brand storytelling is how you take control of those stories by bringing humanity into the way you lead and communicate.

In this episode, I interview Gabrielle Dolan, Speaker and Author at Gabrielle Dolan Consulting and Founder of Jargon Free Fridays, about the trends driving brand storytelling and how to influence stories told about you.

Gabrielle spoke with me about:

- The power of telling magnetic stories

- 5 types of stories that every business needs

- Being intentional, authentic, and strategic about sharing who you are

- The origin story for Jargon Free Fridays

Check out these resources we mentioned during the podcast:

- GabrielleDolan.com

- Gabrielle on LinkedIn

- Gabrielle on Twitter

- Books by Gabrielle

- Elise Turner on LinkedIn

- Habbot Shoes (Flats)

- Ferguson Plarre Bakehouses

- Mekong Capital

- Columbia Restaurant

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When we share stories and when we sharepersonal stories every time, we share a personal story, we reveal somethingabout ourselves and it makes us more. It makes us more for want of a betterword human. It makes us human and makes us more relatable as a leader relatable,as as a person, we want to deal with an ultimate Le we're humans and we want todeal with people we like so so. Sharing Stories does that the single most important thing you cando today is to create and deliver a better experience for your customers,learn how sales, marketing and customer success experts create internalalignment, achieve desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host, etendue magnetic stories, attract and connectwith customers magnetic stories also attract and engage employees, andbecause we all want to do both of those things. We've brought in an expert onbrand story telling to help she's the best selling author of six books,including real communication. How to be you and lead true stories for work, theessential guide to business storytelling and her latest magneticstories connect with customers and engage employees with brandstorytelling she's, an international speaker, an educator with a client listthat includes organizations like Visa Amazon, Boton and the Obama Foundationshe's, also the founder of jargon, Free Fridays, which sounds both fun andcompletely necessary. Gabriele Dolan. Welcome to the customer experiencepodcast. Thank you. Athan, I'm very very excited to be here yeah. So before we get going, you gotto tell me a little bit about jargon. Free Fridays like what was the originstory and how's it going. Yeah Look Jagon Free Fridays came about. I think,because I'm a very big fan of picking people up on unnecessary jargon, so Ihad a client send me a dubid cartoon one son on the you know use of jargon,and it was a Friday and I just I flicked it out to my database on linkedin and sort of said, here's a challenge for today. Let's try not to use jargonjust today on Friday and as soon as I did it, I thought HM. This could be afun thing. I could do like every Friday, so the concept is it's a fun way toraise awareness to you know what I think is a pretty serious communicationproblem in business. It's the unnecessary use of jargon and acronymns,and we all we all do it. We all have it and the idea is it's pretty hard togive up. So what? If we just decided one day a week, we would try to give upa bit of jargon that we use. Maybe we know we use a bit of jargon like pivotor journey, and we just try not to use that on Friday, yeah, it's really funand it just just the self awareness and the conscious awareness alone probablymakes a massive improvement throughout the week. Yeah absolutely- and I lookwhat you know when I do my key notes and training on workshop. I'vementioned jargon and everyone sits there and go on my that's what we say:That's what we do and they hang their head. In shame and have a bit of alaugh and then all it is it's like it's just self awareness just be aware howmuch you actually use in it yeah really good. Well, thank you fortaking that on. I need to pay closer attention because it sounds like funand I'll, probably catch myself using jargon, because I know that I do, and Iknow that everyone listening does to just with the two examples you tossedoff there. So before we get going any farther, I would love for you to definecustomer experience when I say that to Gabrielle what does it mean to me? Itmeans- and I assume it thinking of good customer experience, but I guess thecustomer experience is. You know to me a really good customer experiences iswhen you've had such a great experience, that you go and tell people about itand it's almost like it's unexpected,...

...but it sort of shouldn't be, but Ithink it's unexpected really great service. I remember last year I had totake my daughter to get a Co for test and it was one of those drive throughcover test and I still remember the nurse came up. I still remember hername. Her name was elise because that's the name of my executive manager andshe came up and she treated it like we were at a hotel. She went hello, haveyou been here before bland and she was sort of being half funny going? Okay?Well, please come again if you need to and the whole experience just made- andthis was our first time so don't know what to expect- and I just came homeand told so many people about it. I think I even wrote a blog about it. Itwas such great customer service. I love it it I mean you spoke basically to theliteral definition of remarkable worth talking about, and you also bridged,like I'm imagining that woman that you were describing- and it makes me thinklike it's- probably makes her job so much more fun. So it's like itmakesthis connection that you do in the sub title of magnetic stories. Is, youknow the relationship between customer experience and Employee Experience Yeah,and I think it also shows that you know everyone is capable of giving greatcustomer experience whether you're you know trying to sell someone a pair ofshoes or your delivering a service or you're, actually giving a Covin test tothem. There's opportunities to give really good customer experience, and Ithink a lot of the reason why it doesn't happen is because I think, alot of people in those positions. Don't even think that this is a customerexperience and and- and it is bray, which kind of goes back to the jargonthing we need to be self aware, at least, is the provider of theexperience that every moment matters that it's adding up to something thathopefully, is remarkable in a positive way. As you said now in magneticstories which I enjoyed very much, you had a set of case studies in the backand I'm going to refer to a couple. Few of them may be during the conversation.If it comes up, but I wanted to start with a quote from Steve Plar ofFerguson, Parry Bake House in Australia, because he speaks to what I've regardedcome to regard by having conversations with smart and kind people like you asthe essence of customer experience, and so I'm going to read it and tell me,give me some context around or your own thoughts on it for every dollar acustomer gives you fifty cents is for the product and we'll make that as wellas we can, but the other fifty cents is for how you make them feel and that's.The essence in my opinion, is how we make them feel so half of the dollarthat a customer gets used for the product. Half of it is for how you makethem feel and continuing the quote. If customers don't get a return on thatsecond, fifty cents, it doesn't matter how good the product is. Yeah, I love.I love that, and I love speaking a Stair Steve He's the fifth generationalowner of a really well known, Bake House in in Australia, on player.Ferguson's, like anyone in Austral would or in Melbourne, would know thatand an he's right. You know they make pies and saucy rolls and Vanilla slices,and he sort of remember him saying no one actually needs one of those like it,but it's like when they buy it, and he said it's. You want them walking away,feeling really happy from that experience, because a lot of timethat's sort of what they're buying and for so yeah. I love the concept thatyou think if you're delivering a good or a service that I love the wholeconcept that think about it. If people are only paying half the price for theactual physical thing, you're giving them and paying the other half for thatexperience, wouldn't that make a difference to what you could do to thatexperience you could you could really make that real value for money? Yeah absolutely- And I think that'strue in so many cases, I immediately had a few ideas come to mind and whenyou start thinking about it's like, we could cut the price in half and itwould just be. You know a bargain bin kind of no frills, not fun, notinteresting, not nice experience, and if people just want the cheapest pricethey can get that. But what most of us...

...of basic means are willing and able todo is pay that extra for a better experience. Another one, I'm not goingto read a quote on this one, but when you're talking about me con capital inVietnam, it really struck me- and I was as we all constantly talk on this showabout the relationship between employee experience and customer experience, andthis will be our bridge a little bit into story. Telling is the primaryaudience of their story telling is their employees? It's not the investedcompanies, it's not their potential investors. It's not! The general publictalk a little bit about that, like the importance of creating experiences indoing storytelling for our employees, not just for our customers. I thinkwhen we start going down this road, we immediately think about what we can andshould be doing for potential and current customers. But you know an employee can be the primary audiencefor some of our most important work. Yeah. Absolutely it's interestingNathan for I've been doing this for sixteen years, and I have predominantlybeen working with businesses and senior leaders on how they share personalstories for their employees. So it literally when I started this. It wasvery much an internal focus. It's probably only over the you know thelast decade and and a half I've been doing this, that the concept of sharingstories with your customers has become a big part of my work as well so put,and I and I love working with me Kong, because I had a really they had such amassive commitment to start collecting stories. I remember when I first CEOcalled me. He said I want you to come over for three days to work with thisand my initial tors wow. That is a big investment and we did three days andthen we did another couple of days. A few months later, but what they do isthey've got some guide. I guess values what what any other company would say.These are our values and they've got guiding fourteen behaviors. What theydo is when they invest in companies. They invest in these companies. Youknow to help them grow and turn them around, but they sort of have to followthese values and behavior. So they wanted to start collecting stories todemonstrate that, but initially what they rightly said is we need ourcompany to be living and breathing these values and behaviors, and we needall our employees to do them as well. So Chris, the the Managing Director ofMekong, he is just said that you know when people come into the company, thestories they share about the values and the behaviors gets everyone in prettymuch up to speed straight away to so that this is our culture. This is whatwe do. This is how we behave, and I would say, out of my thirty years,working in corporate it was them living. Their values was instantaneously. Themoment I started working with them. I remember the first day. I rolled up thesession was meant to start at nine o'clock. I was expecting everyone toroll in it. You know nine or just after nine, which is normal everyone. Everysingle person was there like ten to nine ready to start, and I thank themfor their. You know promptness and Chris set e as surprised he said. Well,one of our values is respect, and so, if you say you're going to be at amediate on time, you be at a meeting on time and it was I was just and- andthat was just one of meeting many examples of where they live theirvalues and called out. People are not living their values because it was suchentrenched and the reason it was intrenched is because they use storiesto communicate them. It's fantastic. I love that context on that story inrising my own personal feeling, which is that ten minutes early is fiveminutes late. I, like O, I d to be ready for things to, but you reallycheat us up nicely for our dive here over the next. I don't know fifteentwenty minutes into story telling in particular- and I guess we'll startwith you know just so that we're all on the same page listeners and you and mewhen I say story telling what is that...

...capture or what does it encapsulate foryou like when you say we're talking about story telling and brand storytelling? What is that like? What is the essence of it yeah I always like beforeI just before I describe what brand story telling is I like to describewhat brand is yeah? It's w. You know, there's a lotof definition on brand, what it is, and I one of my favorites comes from JeffBesos who, where he said your brand, is what people say about you when you're,not in the room. My little tweak on that is it's the stories people shareabout you when you're, not in the room, because I think ultimately were howpeople describe something, as they will tell a story. So to me, your brand isthe stories people share about you when you're done in the room and well, weknow grand is important. We all have a brand individually. We all have a brandas companies, we have a brand and branding determine if people employ you.If people work for you, if people buy you, if people invest in you refer, yourecommend you support you, so your brand is really important. So if that'sso important, we should take control of it, so the concept of brandstorytelling. So if your brand is the stories people share about you, theconcept of brand story telling is how do you take control of those storiesand there's two ways you can take sort of you can influence that one is. Youcould do things that create stories, so you know that example of the nurse thatdid the cover test created so did something that that created a storythat I shared. The other thing is that you can actively share stories. So ifyou want to be known for Great Customer Service, yes do it absolutely do it tocreate stories. But what stories can you share of you know? Perhaps youremployees delivering exceptional customer service, so not onlyexternally, but also internally, that we talked about. So all the otheremployees go are that's what we mean, that's what we mean by exceptionalcustomer service, so to me, brand story telling is taking control of thestories that you share and taking trying to influence the stories peopleshare about you awesome. I don't know that we'll get into the details of it,but for folks who are really interested in what Gabriel just shared in magneticstories, it breaks down a process, things that you can do. This is allabout being intentional. I think for me just thinking about my own career and avariety of organization. Certainly stories have been an important part ofbrand internally and externally, but it was never wholly systematic. I mean Iwould periodically in a variety of my roles in a variety of companies,including where I am now with bombum. You know reach out to customers to gettheir stories and actively solicit those, but it was primary primarily tomarket the service and it was usually an acute event right it wasn't. Thisongoing persistent effort has just part of how we do it around here and Iimplied in what you said to me at a side be curious. Your reaction is itit's not only about being remarkable and reinforcing the values, but it'sreally creating an evidence and like this constant living trail of evidence that we are who wesay we are for our own benefit and for people who are trying to evaluate if wecan be taken at our word, if we're trustworthy UN, if for good and all theother things that we try to find in partners and vendors yeah, I reallylove that description to how you've captured it. It's intentional what yousaid. So the concept is intentional, and it's on going. It's like it'songoing of almost like providing evidence, but it's not, but it'songoing demonstration of this is who we really are. So it's intentional, it'sauthentic, it's strategic and it's it's got to be ongoing. It's not just onestory that we're sharing constantly awesome, I'm going to read you a oneliner out of magnetic stories, and it...

...has two elements to that. I'mparticularly interested in so the line is bringing humanity to the waybusiness. People communicate is a calling in career and I'll, say it onemore time bringing humanity to the way business people communicate is acalling in a career and the two things I'd love for you to expound on here.First is the choice of the word humanity: How? How is humanityintimately connected with this story, telling process and better businesscommunication and then speak to the calling and career kind of? What? Whendid this occur to you- and you say like this- is my life's work as I thinkwe're all looking for that. I think sometimes some of US think we found it,someone who is willing to express that out of printed page. You know I wouldlove to know kind of what that process was like for you so kind of two twoquestions there yeah, except when you, when you just read that back to me thecall- and I was like- I don't want it to people- just think it's like it wasa religious. You know a hard moment fit thing, but I guess it's. It. Certainlyhas been with me my entire life and career, I think, and- and so if I, if Iad two the first question about bringing humanity into the way, we youknow, do business and lead and communicate. I'm all about you knowjust being real. So like my previous book was about real communication andpart of that is it's two things: it's it's what we do and who we are, butwhat we say so of the whole leadership bit was a you know: I'd work with somepeople that I thought that were just terrible like terrible people to workwith and then someone to go on, but they're really nice outside of work,and I never got that. I never got the concept how someone could be reallynice out at work, but a complete. You Know Dick to work with, so that theINYO and I get I get that we act differently in different situations.But I truly believe that you know ninety eight percent of you should bethe same and you just may be tweaking tweaking a little bit for differentaudience. So this whole concept of you know be human and stop trying to be theyou know. Just because you've got a position of a leader doesn't mean youhave to put up this your own false and pretend to be someone else. So this iswhere the whole concept of the Jagon free, not using jargon and usingstories, because I think when we share stories and when we share personalstories every time we share a personal story. We reveal something aboutourselves and it makes us more. It makes us more for want of a better wordhuman. It makes us human and makes us more relatable as a leader relatable asa person we want to deal with and ultimately we're humans, and we want todeal with people we like so so. Sharing Stories does that and the whole conceptof jargon is just. Can you just say what you mean like like? Please justsay what we mean and, and this started off really earl. You know I started mycareer in technology and the amount of acronymns in the technology industry. Iremember very early like it was in my early ties and I was in technology andI had to ring up for a replacement of a fan in an Ibn and I was looking through.It was a been printed. You know we being printed and I'm looking under Ffor Fan for the replacement number and I couldn't find it, and so I had toring the help disk and they said it's under a Igo and its air movement device,and I just remember thinking that is seriously. Someone has renamed fan to amovement device and you know reduced it to an acronym am D, and I just- and Iguess I guess to me that was my experience over thirty years ago ofunnecessary acronym and- and I still remember, I still remember working withthe leader and he always used to say the words executional excellence, and Iremember saying to him I am saying Jeff I want when you say, executionalexcellence. What do you mean? Because I'm not really sure I know what itstand means and I'm not sure anyone...

...else does either and he responded witha description again using a whole lot of jargon, and I just said if you hadto put it in your own words, how would you describe it and he was got reallyannoyed at me and he said well put simply executional excellence meansonce we decide we're going to do something. Let's make sure we do itright and I just looked at him age. Why don't you say that? Because because Ireckon your entire team would get behind that not executional excellence,which sounds like you just killed someone, but did it really well rightso much fun stuff and they re and helpful stuff? What I would love toknow is common mistake, so I assume that you're, probably just reading theKANSTU, IES and reading the book and all the examples and stories in thereyou're dealing with some really good and smart companies, but I would assumethat either through conversations related to jargon, Free Fridays ormaybe some clients, you didn't mention in the book or stories that you've readin the press or elsewhere common mistake. So I think I'llidentify a couple not being intentional about collecting or sharing stories nothaving them necessarily be authentic. In some way, what are some other commonmistakes that businesses make when it comes to storytelling? Yeah, look atone of the probably one of the most well I'll do a couple of commonmistakes. One is thinking something's a story, that's not a story! So when Iwas researching for this book, I went out to colleagues of mine from aroundthe globe. So you know professional communicators that worked withcompanies waning examples wanting great examples of story telling- and I got somany people send me information. Girls are really excited at first, and Iwould they would send me these links. You know. Company X, is doing thisgreat stuff on story telling and I'd look at the links and it would be areally beautifully shot slick, corporate video and I'm thinking M. Idon't think that story telling at all. It's a beauty. It's a beautifulcorporate video, but it's not storytelling. I would get other people,you know sending me the links they're doing great they've got these reallygood videos of their employees, sharing stories around the company values andthat lights me up, because I think you cannot bring your company values alive.Without people aren't sharing personal stories and I'd click on the videos andthen be employees saying our values, integrity. What it means to me isalways telling the truth and like and someone and I'm going- that's not astory that is just describing, and so there was all these. So I think thebiggest mistake is it. Companies are calling something, a story: That's nota story. It's a it's a timeline! A timeline of your company is not a story.So that's that's! One of the biggest mistakes is there thinking its story,telling because they've called it storytelling that none of it is a story.The other common mistake is, they think it's one story, so I often have peoplering me to say we want to go down this thing of brandstory telling. Can you help us craft our brand story as if there's one storythat delivers your entire brand? And so every time I hear someone say our brandstory, I just correct them to say there is not one story that delivers yourbrand there's as we spoke about before it's ongoing stories that deliver yourbrand. So I think I think that was the two common mistakes that I saw, whichWat was one of the catalysts for writing the book. But then, as I wasresearching the book that mistake was reinforced over and over again andthey're, not in the book, because they never made the book because they werebrand nor of Doris they went t yeah. I made a note here that that storiesdon't just capture a customer experience, they become customerexperience. Now I didn't leave enough context for myself to pick up on that,but when I say that back to you does that resonate at that they don't justlike. I think the interesting thing to...

...me about it is typically what we'retrying to do is say. Oh, this customer had a great experience, let's get theirstory and you know and share it with employees, so employees feel greatabout the work that they did and we can use it to pad a couple different teammembers from desperate teams who came together to help this customer andit'll be really good, and maybe we can tell it to other perspective customersthat are like them, but ultimately this when we make this into an operational,consistent operational part of how we do things that they become part of thecustomer experience Hm. I think they that, yes, I do, they can become partof the experience they also become part of the culture. That's like the way wedo this, and I truly believe that, if you, if we just, we just look at oneexample of customer experience if you've got a whole culture ofdelivering and and going above and beyond that, will filter out to thecustomer experience. So it is, you know, we've talked about as constantlyfinding their stories and then communicating them initially intenallyto get people to go or that's what we need to do. That's what we need to doit's just it's just like, for example, you could have a value or you want tocreate a culture of team work. You've almost got a spot people doing thesegreat things and call them out and recognize for them a lot. A lot ofcompanies will have, you know, awards or employee of the month or whatever,and just give it to a person say: Oh Ethan's got it this week for team workwas like what did they do? What tell me the story of what they did? That helpsme understand, what's expected of me as an employee and then what's expected ofme, to deliver great customer service and in the book I talked aboutNordstrom, who were a great example of just sharing internally sharing storiesafter stories after stories of their people delivering great customerservice and that helps people understand what it is and yeah in theamount of the amount of people. I know that have had their own great nordstromcustomer experienced story it almost when you talk about it becomes part ofthe experiences like I'm another Norcera story, so it's it is that itcan become part of the experience over all he had and it's got a CO creationelement that way to Nordstrom has been mentioned several times on this showSera. A few companies in the book were including sweet. Green is another onethat comes to mind as soon as I saw them. I was like Yep, some of our someof our guests, love that love that company and brand. Let's go reallyquickly into the five types of stories that every business needs. I'm justgoing to read them really quickly and share any thoughts you have on them. SoI really like the way you broke this down, so these are five types ofstories that every business needs so creation stories. I think those arecompany origin stories again, there's not just one culture stories, corevalue stories, kinds of things, customer stories, probably stories thatcustomers say back to us about their experience with us challenge stories,which I think is a nice nuance that might fall into like a creation or aculture bucket, except that it has its own. So you can really look at whenpeople maybe came together and overcame hardships and then community stories,which seems like a kind of falls, maybe into a CO creation with customers. Butif you'd like to elaborate on any or all of those, I would welcome that yeah,so creation. When I, when I started researching the book, I knew therewould be an x number of type of story, but I had no idea what that x would be,and I just thought I'm just going to collect all these stories. I thinkinitially I thought they'd be nine. I don't know why you know when people godo at least it should be seven or nine. So anyway, I had X- and I collected allthese stories and they just sort of fell into those five buckets and sort of all started with S, which isnice, which is nice very, very creative and consistent. The boast a wase, so I won't go doto alot of them move death, but just the creation story and the reason atactually called creation, not just so...

...it starts we see, but normally peoplecall. That is the origin story or the founder story, which is how the companystarted, but I think there's also some really powerful stories in how productsstart as well. So our creation story could be how the company started, butalso how a particular product started. For example, the culture stories iswhat you talked about: it's how you're sharing stories about the values andbehaviors of the of the company. So this is it's two things: it's how theleaders? How the you know the senior people in the organization- or you knownot even I'm, not talking just the most senior but throughout the company, howthey're sharing personal stories of what the values mean to them and thenalso sharing stories of employees living the values. Customer stories isit's: it moves beyond just custom customer testimonials it move beyondout or this customer used our product, and this is the result they got, whichis almost sort of case, a big case study, so it doesn't, but it's almostlike making the customer the hero. One of the companies that I featuredheavily in the book is Columbia, Restaurants, which is in restaurant. InFlorida, it's a family owned, fit generational family, owned business. Ithink the oldest restaurant in Florida and they they share. They share storiesextensively, and I I'll give you a really quick example of what I mean bya customer story. So last year, on Valentine's Day on the Facebo page,they shared a story of a couple that had been coming to theirrestaurant for their wedding anniversary for seventy two years in arow, and you know they mentioned the customers name, they talk about how, ontheir first wedding anniversary, they came to the restaurant, the secondwinter wedding anniversary. They came back and, coincidentally, was seated atthe same table and for the next seventy years, Columbia, restaurant reservesthat table for them on their wedding anniversary every year and every yearthey come back, and so they sort of shared that story and say you know,Happy Valentine's data, you know. But so it is it's just a story about thecustomer, but by default you sort of going. How cool is that that therestaurant did that and and how special that restaurant must be, that they'vechosen every year to do that? So it's sort of these subtle messages ofrecognizing that the restaurants good, but it's always making the custom ofthe hero. So so I love. I love that story yeah I like so much of what youshared about them, including the just the insane insanely forward, lookingconcept of hiring a journalist to help capture and document their stories. Imean you know when content marketing came on in you know what two thousandfive to two thousand and ten and like really emerged as a useful practice. Ithink it made sense to start hiring journalists because they had a lot ofthe basic skills needed for it, but they were doing that decades decade, Oyeah, so Ethan. What you're referring to is, I sort of you could see storiesthey're all over their website, they're on their menus they're in theirwindless, their stories everywhere, and I asked them thinking similar to youthat they cottoned on to this concept of content marketing, maybe about tenfifteen years ago, and so I asked them when they made their commitment to youstories. It was one thousand nine hundred and forty two one thousand ninehundred and forty two. They hired a journalist to write a daily newspaperarticle and they said it wasn't about the company. It wasn't sort of. I meanclearly they would have had to pay them to do it, but it was never anadvertising. The journalists would write about what they called charactersof Colombia and they still use their phrase and the characters of theColumbia. You know are example the couple that have had their weddinganniversary or or the Barman that's worked there for ten years, or you knowhow they purchased the Chandelier, with over two thousand light bobs in andstuff like that. So one thousand nine...

...hundred and forty two like when youtalk about the content marketing, they were way ahead way ahead of it and thenthat commitment, it's a fit generational organization. Thatcommitment is still with the current ironers yeah. It's fantastic again forfolks were listening magnetic stories. I think that there are how many five kstudies toward the end yeah there's five hit. There was five companies that,just when I the more I spoke to them, they were doing so much great thingswith story telling I sort of thought, or they deserve their own littlespecial chapter reach so yeah the they're sort of the case studies at theend yeah. I thought it was a nice compliment to all the frameworks andkind of processes that were detailed in all the preceding pages. Switching upjust a little bit really quickly. You did an executive education program atHarvard Business School on Women in power. I would just love I'd, be remissif I did not use our time together to get your perspective on. What was yourmotivation? Where do you think we are right now? What do you may bediscouraged by or hopeful about? What is the state of the professional worldwith regard to women and power? From your perspective, yet look at, I think,the motivation of doing that program. I done an adaptive leadership program atHarvard a couple of years earlier and when I worked in corporate there wasyou know you got a lot of professional development. You got a lot ofleadership training and then, when you go out on your own, you sort of got tomake a conscious effort to do that, and I was conscious that I hadn't reallydone any serious professional development for about ten years. So theconcept of going to Harvard you know I was was just pretty cool because youknow for the rest of your life. You can say when I was at Harvard is like you really smart and then acouple of years later after I did the adaptive leadership, this women inpower program came up and one of one of the probably the driving reason I didit is because, besides doing teaching leaders story telling, I was doing alittle bit of work with Women Female Leadership Program, so workingpredominantly with with senor females in organization, and I wanted to makesure that what what we were doing in that space was was, you know, lingingedge, there's a bit of Jagon leading edge, but I wanted to make sure it was.I was spot on. So I did do that and I was glad to say that we were, you know,delivering world class programs in that. But I look, I think, the whole women you know I'm inAustralia and we're going through some pretty. I think I think Australia atthe moment going through our own me to movement, not in the film industry, butin government there's. You know, there's there's a big loud voice to saythat, okay enough enough of the retrick enough of the talk about equal, it'snot, and we need to take some serious change so at the at the moment. I thinkthere's real hope for everyone that this is going to be a little bit of achange for the better and you know and look you know, I'm a white female inAustralia. I know I've got it very, very good O, but you can still see thatthere's it's we're not quite there yet. So, let's just hope we can. We can see achange, yeah move past rhetoric if you've enjoyed this episode withGabrielle. I've got two more that I know. You'll enjoy episode. Ninety six,with Michael Ashford who's, the director of marketing at a softwarecompany, called the receptionist. We call that one four steps to betterstory telling- and I was smiling inside Gabriel when you mentioned, making thecustomer of the hero, because my conversation on episode. Ninety sixwith Michael, was a lot about the essence of Donald Miller's story brandand some of the some of the language and concepts that he brings to thebrings to the work and then episode, undred and twelve, with Lisa EarlMcclain will be. My last case study reference. I promised Trans Power inNew Zealand. They did something that she has written two books about whichis discovering her. What she calls noble purpose, so she wrote a bookcalled leading with noble purpose and another one about selling with noblepurpose. So you know discovering this...

...noble purpose through conversation andthen making it a part of culture and conversation going for that was episode,one a D, twelve, with Lisa Earl, mcclune ore. I let you go Gabrielle afew opportunities for you, including telling people where they can follow upon this conversation. Learn more about your books, etcetera, but let's startwith two opportunities for you: one is thinking or mentioning someone. Who'shad a positive impact on your life or your career and then giving a nod or ashout out to a brand or company that always delivers a great experience foryou. As a customer, I'm going to go the first question, I'm going to go a bitdifferent, because I could quite easily write real off a whole lot of you knowpeople that have supported me early in my career and my parents and all that,but I'm going to go with my executive manager, at least Turner, because shejust makes my life easier and one of the things that she does is look afterall the marketing of the book, and even I know when we sent the book to you.The first thing you said to me was whoever looks after your marketing isdone in an amazing job, because you know the book comes rapid, with themagnet with the thing it just and you just said: Oh, my God, it is such itwas such it made. You know made such an impression that that's the first thingyou said to me so when you've got someone who is behind your back and supporting you andmaking enhancing the customer experience, which is what we're allabout, and I truly believe that any assistant you have or support peopleyou are is an extension of your brand. So you need to choose them wisely, soshut out to a lease, and I'm going to do a shout out to a shoe company thatyou've read the book. A herit you've read the book a Lot, I'm very impressedwith your with your note on the book. You know that shoes became a bit of athing for me, became didn't mean to but became part of my brand, and it wasonly through this shoe company called habit shoes there, a Melbourne designerthey do. These amazing amazing flat shoes that I love and Franking, and soit's just an amazing how a company, I would never have thought of it, becausethey can become part of your brand and who you are so big, shade out to them.Yeah- and I appreciate that caution to that- you offered there in saying howwonderful a lease is, is the this you know when we build our supply chain inour and our network to deliver our product and service all of them. Weneed to take responsibility for that, and I think you know we didn't get intoit, but you talked about some of the themes like some of the overarchingtrends that are driving the importance of meaningful, authentic, consistentstory telling in one of them is this. You know essentially the ability foranyone to call us out at any time, and you know if people get frustrated withsome aspect of your delivery. Even if it wasn't your fault, you still need totake that ownership. Just like you know, we need to look for opportunities tocelebrate the people that make the product or service come through and itsbest way. This has been super a sorry and athing just to even came it's thewhole concept of brand story telling you you've got it it's almost thiseducation and empowering peace of the people that work for you every day.They have an opportunity to create those or to do something that createsgreat stories or creatively in a great customer experience, but you've got itso much to got to educate them at that's the case and then let them do itempower them to do it so, which is again the whole intentional thing ofbrand storytelling so good. How can someone if they're listening at thispoint, they obviously enjoyed everything you had to share they're,probably interested in learning more? Where would you send people to learnmore about you about your books or anything else? Yet, look. The easiestthing is to go to my website, so Gabriel, Dolon on that you know,there's a whole free resources like there's a seven day story telling starta kick, which I think is a good place to start and as it says, it's free andit's seven days and it's a start, O kit. So we get you started and if you'reinterested in the book, like all all the usual, you know, Amazon, you know,bands and noble all the usual online...

...stores and need stores will have thebook. But all those details are on the website as well, so Gabriel Dolon Super,and I will link that up I'll link up the shoe company and some other thingsat bomboost. We drop in video clips links to things that came up in theconversation, so you can always visit there as well. Thank you so much foryour time today you got up early for me. I appreciate it we're hours apart, butwe were still able to come together and I enjoyed it very much thanks AthanI've really really enjoyed it clear communication, human connection, higherconversion. These are just some of the benefits of adding video to themessages your sending every day. It's easy to do with just a little guidanceto pick up the official book. Rehumanize, your business, how personalvideos, accelerate sales and improve customer experience learn more in ordertoday at bombance Bock, that's B, O m B Tombo fuck thanks for listening to thecustomer experience. podcast remember the single most important thing you cando today is to create and deliver a better experience for your customers,continue learning the latest strategies and tactics by subscribing right now inyour favorite podcast player, or visit Bombombay.

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