The Customer Experience Podcast
The Customer Experience Podcast

Episode · 6 months ago

200. Episode 200! The EX Takes Mixtape


It’s episode 200 — and we’re celebrating the milestone with The EX Takes Mixtape - 12 top employee experience moments from episodes 101-199. 

Hear EX-themed highlights with these guests of The Customer Experience Podcast:

  1. Stacy Sherman, VP of Agent and Customer Experience at Liveops
  2. Brittany Hodak, Keynote Speaker, Author, and Superfan Strategist
  3. Elizabeth Dixon, Speaker on Strategy, Innovation, and CX; Principal Lead of Strategy, Hospitality, & Service Design at Chick-fil-A
  4. Mark Schaefer, Speaker and Author of Marketing Rebellion
  5. Sue Woodard, Speaker and Mortgage and FinTech Evangelist
  6. Shep Hyken, Customer Service and Customer Experience Expert
  7. Lisa Earle McLeod, Speaker and Author of Selling with Noble Purpose
  8. Andrea Morter, VP of Sales Ops at Get Beyond
  9. John Belizaire, CEO at Soluna Computing; Founder and Managing Editor at CEO Playbook
  10. Kristie Ornelas, VP of Customer Experience Marketing and Communications at Cisco
  11. Ernest Owusu, Senior Dir ector of Sales Development at 6sense
  12. Jacco van der Kooij, Founder at Winning by Design  

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

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. Welcome to episode two hundred of the customer experience podcast. I so appreciate you given this one to listen. It has been an absolute joy and privilege for me to host this show for over three years now, two hundred episodes. A big thank you to the entire team at bombomb for supporting this effort, for investing in this effort and for helping bring these episodes to life every single week. A big thank you to the team at sweet fish media for all of the guidance over the years and for helping bring these episodes to life every week. Obviously, a big thank you to each and every guest of this show. Every single one of them has been so kind and generous in sharing their time, sharing their attention, their expertise, their insights, they're hard learned lessons, their stories and examples. You'll hear from twelve of them in this episode, but of course every single one of them is worthy for inclusion. All of those episodes are available at Bombombcom, slash podcast or in your preferred podcast player and, most importantly, thanks to you. Whether this is your first episode or your seventeen, or you've heard over a hundred of them, you are the customer in this dynamic. Together with the team at bombomb at sweet fish and with each of our guests, I'm working hard to deliver an exceptional experience for you as a customer of this show. I hope you think of yourself as a community member, perhaps even an advocate, sharing episodes and telling other people about the show. As always, I absolutely welcome your feedback. Please email me thoughts, feedback questions Ethan at Bombombcom or hit me up on Linkedin. Ethan Butt lasting is spelled Bee utie. In a very noisy, busy, demanding world, it's an absolute privilege to have you commit your time and attention to these episodes. I sincerely appreciate you and again, I always welcome your feedback. Back. On episode one hundred two, celebrate the milestone, we created the epic takes mixtape. Ten epic takes that are human first and human centered, from episodes one through ninety nine. And to celebrate episode two hundred, or keeping a similar style but taking on a different theme here on Episode Two hundred, you've got the eat ex takes,...

...mixtape twelve takes unemployee experience. What it is, why it matters, how to think about it and ways to improve it because, as you'll hear in a few different ways throughout these takes, your customer experience will never be better than your employee experience. That concept has always been true, but this focus on x is more important than ever, especially in light of the great resignation. Discovering, attracting, interviewing, selecting, hiring, on boarding, training, equipping, developing, investing in and retaining the best people in your organization is as challenging as ever and more important than ever. And with that let's kick off twelve x takes from episodes one hundred and one through one hundred and ninety nine, with Stacy Sherman, the vice president of agent and customer experience at live ops. Stacy joined us in episode one hundred and four and shares with us here the importance of investing in the employee journey, just like we invest in the customer journey. Just like I described their the customer journey, there's also a journey for employees. So right from the moment they learn about your brand and they become you know, the hiring process and the on boarding experience and then their first ninety days and so on. So it is the leadership in these companies have to build out what's the best in class journey for the employees and what's that experienced. Engagement is what happens when it's a good experience. So if, as a leader, which I'm very conscientious of and intentionals to make my team feel that they are valued, that the that their views matter, that they're empowered to do what's right for internal and external customers, then they're more likely to be more engaged. Higher engagement as an outcome of a better experience making people feel valued. Will stay on that theme as we go next to Brittany Hodak. Brittany is a keynote speaker and author and a Super Fan Strategist and she teaches on the ABC's of creating super fans. So, for fun, in Episode One hundred twenty, rather than go through all twenty six letters of the alphabet. I went through Hodak Chodak. So here's Brittany sharing insights on the importance of a appreciation. H's happiness always obsession. Da's data as appreciation. Tell us about appreciation. Feeling appreciated is such an import in part of having a great customer experience. Having your employees...

...feel appreciated by you is probably even more important because, you know, I've consulted with so many companies and what I've seen time and time and time again is it is not possible for employees to provide a better level of customer service then they feel from leadership. It just does not happen or if it does, it's very short term and totally unsustainable because people will burn out, they will leave. So treating your team well, making sure that they know that they are appreciated and then, you know, passing that same spirit along to your customers. Brittany's heard it over and over and over again the organization must provide a high level of service to team members if those team members are to provide a high level of service to customer. Set themes come up a number of times on the show, including on episode one hundred and seventy nine with Elizabeth Dixon. Elizabeth Dixon is a professional speaker on strategy, innovation, customer experience and related topics. She's also the principal lead of strategy, hospitality and service design at Chick Fil a. Here she is explaining very specifically why your customer experience will never be better than your employee experience. I've never had or seen or heard of an experience where the employees feel under appreciated, undervalued, overwork anything like that. But then a customer comes in and they're like all smiles and we are so glad that you are here. Like no truly, the overflow of the employee experience is the customer experience and however good the employee experience is, the customer experience won't be better than it. And so often as brands we can get so consumed with the customer, which we need to be. We need to be constantly thinking about how we are going to serve them better, how we're going to be more sufficient for them, how we can make things more seamless for them, but we can't do it at the expense of the employee, because the employee has to be taking care of first and the brands who are best in class at customer experience our best in class and employee experience, and it's it's not a mistake, it's intentional and I think just as humans, we want to give to others out of what we have been given to and sometimes, for some of our brands, our frontline employees may not have been treated with the level of hospitality and care that we want our customers to receive, and so we have to go first, like we have to treat them that way first, so they know what it feels like and then they can truly deliver it. So exactly right. I believe that the customer experience will never be better than the employee experience. The companies that are best in class at customer experience are also best in class and employee...

...experience. It is not coincidental, it's intentional. In fact, it's cultural. It's who we are, it's how we are, it's how we act and how we react and to advance this idea. Next up is Mark Shaffer. He is the best selling author of marketing rebellion and cumulative advantage, two books I highly recommend. In two books we talked about on an episode. One hundred thirty one. Mark is also a speaker and a consultant. He's consulted many, many companies of all types, and that's what he's referring to at the start of this x take. One of the things that you learn having that sort of a broad experience is the power of culture, the culture that is good to determine your marketing. Your culture is your marketing. If you're a company that says you know where the mote were, customer centric and the customers at the heart of everything you do. But if you don't act that way, if it's not sponsored at the very top of your company, that is not the way your company is going to act. It's not the way it's going to react. And guess what, that's the story that's going to be told about you on the web and and beyond. So this idea of of customer experience, it's more than a person, is more than the department. It's the culture. It really is the culture to have that empathy and and that support to make a difference and to create positive conversations about your your company. Employees want, in need the empathy and support to make a difference. A good business operator, a good revenue executive is a good person who invests in great relationships. An element of any great relationship is love. You could probably bring to mind a company, a brand or even a person inside a company or brand who you love. Next up is mortgage and fintech evangelist Sue wordred, from episode one hundred and Ninety One, operationalizing love for employees and customers, who uses the Hashtags love your customers and love your employees. I asked her about that and here's what she shared. And there are people who say that you shouldn't use the word love in business because it could see, you know, some people might say little dismiss you is not being serious if you say the word love, and I I actually feel completely the opposite of that, because to me it's just it's just genuine. You should you. Love can me a lot of different things, I mean need them. Let's face it, I love my cat, I love my ice cream and I love my beionce in all very different ways, right and but it's still genuinely to me, the a feeling that I would describe for any of...

...those things is love. And so and I actually I have seen it in my business and especially as I started using these hashtags. You know, I think the customers that I work with, they know I love them. I do love them, but I don't love them in the same way I love my fiance right, but I genuinely love them. I care about them, I want good for them, I'm looking out for them. I know it's business, but that the sentiment to me still works. I actually would go so fart to say is that I think love is a competitive advantage. I think love means, you know, kindness, compassion, collaboration, empathy. I mean these are all good things in business and you know, you talked a little bit about you know, how does this, you know, translate over into employee experience as well? Because it's true, it's love your customers, love your employees? Are Two hashtags that I use, and now I don't want to get the HR people, you know, like worried about love and, you know, loving our employees that we can, you know, but genuinely the same thing. Compassion, empathy, collaboration and I think even hiring for people that are empathetic. Kindness, collaboration, compassion, empathy, hiring people who are empathetic, making love a competitive advantage, but is customers instead of empathy. So often we're greeted with apathy and in a study by customer service and customer experience expert Chap Hike in apathy was the number one reason that customers would not return to a business. Sheep is featured in human centered communication, a Wall Street Journal best seller that I coauthored with my longtime friend and team member, Chief Marketing Officer at Bombomb, Steve Passinelli, who co hosted several episodes with the experts featured in that book, including Chap Hiken. So here's Steve Asking chep about that number one reason that customers wouldn't return. If apathy is number one, what's the main driver of apathy? What are the mistakes that companies are making that are making employees apathetic? Great Question. So the short answer to that is the right hiring. Next would be hiring with the right on boarding and training that gets them to where they need to be. Because here's the thing. I can hire the most technically skilled people in the world, but if I don't have the right personality to my company then I'm going to be missing an opportunity with my customer as well as eroting the culture inside my organization. Also throw one other piece out there that yet you might not even be able to blame it on employees if the leadership hasn't clearly defined what that service experience is supposed to be. I call it the I call them Mantras, their short, one sentence or less phrases that really truly crystal clear define what you want customers to experience. And, by the way, it could be part of your vision and mission statement, but it should. It usually isn't the vision emission statement. It's oftentime separate. Example,...

Ritz Carlton, nine words Long, were ladies and Gentlemen, Serving Ladies and gentlemen, you come to work, you learn that right away and they train you to it. And, by the way, you could be the nicest person in the world, hospitality minded and be able to do whatever it is you're supposed to do, work behind the desk, make change, check people in and out, be a housekeeper, Maine whatever. But if you haven't been taught really what that vision is, you can't be focused on it. So that's a great example. And when you come to work there they start training you. There's twenty four gold standards and then there's a number of other initiatives behind it. That I would call the nonnegotiables that make that mantra come to life. So that's another problem. I interviewed for one of my books. At the time he was the worldwide senior vice president of customer experience for American Express and they have call centers, support centers all over the world. Interestingly, part of his compensation was based on the success of those frontliners. Part of the compensation of managers and supervisors are based on their people doing a good job. So they're going to do everything they can to get the right people in their trained them properly and make sure it happens. Now, the reason I bring this up is because, and asking him about how you get the right people. This is what and by the way, name is Jim Bush. This is what he told me. He said, Chep, if you give me a choice of hiring somebody that's had ten years of support worth center experience, they know how to, you know, manage all the computer screens and move from one program to the next and flip from one screen to the next, that's great. But if the other person has not had any of that experience yet they worked in a hotel for the last five years, maybe at the front desk, maybe the banquet server, whatever, I'm going to take the person with the hospitality mentality because I can train them to the skills. Now that's aroundabout way of saying hire the attitude, train the skill, which something we've heard of, but this is where it really the rubber hits the road and it comes to life. There was a medical system, a group of hospitals and they had a nursing shortage and actually there were enough nurses for them to hire, but not enough nurses with the right personality for them to hire, and they were willing to shut down a small portion of their hospital because they couldn't fill the hospital with the right personality. Now that's putting your money where your mouth is. They were afraid that if the wrong personality was there treated the customer, who was the patient and their family members, the wrong way, they were going to erode everything that brand was working to achieve. Again, that was a customer service and customer experience expert Chephiken from episode one hundred and fifty seven, which I cohosted with Steve Passinelli, and of course he's rights. So much of our responsibility as leaders inside organizations is not just to get the right people in the right roles, but also to advance shared beliefs that are a bridge but between team members and out... customers in a broader community, a philosophy and approach. A mantra, was the word that chef used. A similar concept that's incredibly powerful. I love the language around. It came to me from Lisa Earl McLeod on episode one hundred and twelve. She's the author of selling with noble purpose and leading with noble purpose. This idea of noble purpose is such a strong one in this ex take the seventh of twelve that will share in this episode. Lisa again argues that your customer experience will never be better than your employee experiences. She does it in the context of a salesperson. Listen in particular for the great sales disconnect and the game changing question. I have yet to meet an organization that had passionate customers that did not also have passionate salespeople, and so there's this thing that we call it the great sales disconnect. It's the difference between what we tell salespeople when they're in training. We say focus on the customer, focus on the customers, all about the customer but then what happens is, in the cadence of daytoday business, we say hit the number, hit the number, hit the number. And so if you're trying to create passionate customers, I've never met a customer who said, you know what, I hope a salesperson who's behind on quota and is thinking about themselves comes to call on me today, because nothing exist. And so what you've got to do, if you want to create customers that are excited about doing business with you, that do a lot of your marketing for you, that are your advocates, your sellers, have to have their head on. We call it the game changing question. How is the customer different as result of doing business with us? Not How can I hit my number, but how is the customer going to be different? And when you hardest that, that creates what we call the true believer salespeople, which is how you get the true believer customers. Great Guidance, not just for salespeople, but for anyone who you're managing, leading, coaching or mentoring, finding that noble purpose that's going to uniquely motivate that person. And, as you know, if you've let her managed to team, each person is different they have different needs and wants and different personalities and different motivations. On episode one hundred and eighty seven, I talked with Andrea Mortar, the VP of sales ops at get beyond, and she is led and managed large sales teams and she's very thoughtful and intentional about how she coaches and mentors each person. I really appreciated this ex take from Andrea on episode one hundred and eighty seven and I hope you do too. 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 quote to 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 and creating a plan, ways that they want to be held accountable, that work for them. So often we're working to get people in line with the team goals in the company goals, but everyone is better served and we're more likely to get our desired end result when we align individual goals with team goals, with company goals, and that's something that John belazier speaks to in this next clip. John is the CEO at salona computing and the founder and managing editor of CEO Playbook. He's created, led sold a number of different companies over the years and on episode one hundred and Forty Five, I ask John Keys to having an engage team in an engaged community. He spoke to the importance of core values and emission sin, the importance of talking with customers on a very, very regular basis, and I'll pick up the clip as he talks about how to work with individual team members. And the last thing I think. So there's this court, the courset of values, knowing your customers, spending time with them. So so you have a really, you know, core conversation with them. And then, I think the last thing is the people. When you get past the brand, the company, the product, its place in the market, the investors and so forth, it's a it's a it's a loosely, you know, coupled set of people who volunteer to come to work for this enterprise every day. Spend time understanding what drives them to what drives the emotions for them, how are they wired, what do they care about and how they engage with each other and create an environment whereby there is a strong degree of empathy for those differences and people understand how to engage in communicate with each other and ultimately they'll work much better with each other. Teach them how to make good, solid decisions, you know, use your own experience to do that, and teach them how to do that on their own, and then encourage them to live inside of two things. One is conflict. Conflict is good. I was like to say, argument is good. Let's argue and then a's be for... at the end, because it feels like we really work through a decision the right way. The second thing is continuous improvement, finding ways to get better at what we do as a group to continue to grow as as a business, and it starts by the people continuing to improve themselves. Obviously an important key to an exceptional employee experience and two more engaged employees and as a consequence of better customer experience, is having our people continuing to improve themselves, having that as a cultural component, having it be something that we support and encourage. And here is Christy or an Ellis. Christi is the Vice President of customer experience, marketing and communications at Cisco. Cisco was named back too back as the world's best workplace and I hosted Christie and her then team member, Steve Cox, on episode one hundred and twenty one. Steve and Christie were heading up this relatively new x x function at Cisco and in this ex take, Christy shares a really unique thing that they're doing. We all know that community is really, really important, specifically building customer communities, but listen for this unique employee twist on community and how it helps people continue to improve themselves as they build relationships inside the organization. Yeah, well, we've talked about, you know, creating these very deliberate customer experiences from day one. So we know that we need to do that for employees from day one and every day from there on out. One of the things that we've recently done is created, we what we call role communities inside of our CX function. So I believe there's twenty one role specific communities and that's a platform for these birds of a feather to connect, to share best practices, to ask questions and share documents and just help to make their job a little bit easier. One thing that I particularly love about how we constructed these communities is that they are all open to anyone, so nothing is private and it also allows for, you know, as we evolved as organizations, you know, so rapidly, especially in tech, the jobs that many of us have today, we're not jobs that we could have studied for in college. So you need to always have, you know, a beginner's mindset in this learning modality inside of a company. And, you know, so people need to remain personally curious and it's always be exploring their next job opportunity. So these forms allow people to jump on calls with these forums, to observe the feed that's happening so that if they want to be a customer success executive at some point, even if they're not ready right now. They can almost shadow that, and so it's just another way for us to bring that just community but inclusivity to what we do. Of course we also do that with our customers. We have communities. Those roll of interstive as well, employee communities. Such a smart idea. When we're fortunate enough to run into an idea like this, it's...

...typically done more on an ad hoc basis and probably a lot more one to one, something like a mentorship program and that's great. We should definitely have those. But it's important and inspiring to your stories of innovation, in relationship building, in personal and professional development, in community building inside the organization. Such a powerful tool for learning, growth and, of course, employee retention. And next up is a great ex take that brings these ideas together into one framework. The three C's of building a successful team. Those sees our career, compensation and culture, and they came to me on episode one hundred and eighteen. From Ernest to woosue. Earnest is the senior director of sales development at six cents. So He's building a team of business development reps and sales development reps bedrs and SDRs, but these concepts, the three Cs of career, compensation and culture, applied to any role. So here's earnest on the system that he's put together to build a high performing team. So the three seas, as mentioned, our career, culture and compensation. I think one of the cool things about my place in a leadership roles I was a BEDR before and I've seen and spoken to a lot of their bedrs. I know kind of what gets feel to take also knowing what gets feel and motivated. And the reality is every bedr needs someone to work for, has a true and this is not just for videos, for a lot of different people, but sdrsbdrs needed to have someone's truly invested in their career. So you know, as an SDR, be are leader or real you at the Bede are support of marketing. You don't necessarily know kind of the introduces of the other role. There has to be a system set up in place, whether it's, you know, over the course of a year, two years, whatever may be, where there's some kind of path for for the bdrs and SDRs like it is too hard of a job and there's too much of rejection on a constant basis to not have a north star guide UN in that direction. So every STRBDR team needs to have that career aspect. Compensation is a no brainer. You know you're working really hard. You want to make sure that the efforts of what you're doing, what you're doing are seen and so having a clear cut composition plan that's aligned with all theously the business goals, but make sure that your team is taking care of is really important. So talk about career Taco conversation. Now last talk about culture, and this is definitely pulled from my time as a professional athlete, but the culture is kind of what makes it breaks a team, because if you have a team that's grueling and working really hard and there's not as there's in a mechanism place to make sure that people are taking care of each other or taking care of as a whole, can be really challenging. And our way at sixth sense of making sure that we are addressing the culture is we have this company acronym of Family, and family stands for fun, accountability, mindfulness, integrity, love and yes, and every single week during every forecasting call with my BDR team..., we highlight two people per region and have them spit off like what do they see from other people, and am over a shadow session. What people from the team do they see who are embodying that family culture, that that person have a yes mentality, meaning that you know there's just one cadence or one sequence that have to be done. And though it wasn't something that was going to be within their job scope, they did it because it meant the for the better good of the overall team, with the incountable in the fact that we had to have this account structure put in place and everyone had to do it for the teamb overall effective. They had our number. So every single aspect of that, of that acronym, is something that we all try to live for and also not to mention. The reality is like, though, we do promote it. If someone isn't embodying that, then we do address it as well, because, you know, having that strong culture is important and it kind of gets you through everything. You go through so many powerful words and concepts. They're the acronym of family that the entire company sixth sense uses, including L as love, a word that's come up a number of times on the customer experience podcast, including right here in episode two hundred. I hope you've been enjoying this ex takes mixtape, where each take can stand on its own, but together they make something bigger again. All of these video clips are available at Bombombcom podcast and we're going to conclude now with a deep, personal, powerful message from Jacko van der Koy. Jacko is founder of winning by design. Jacko, like Chep, is also featured in human centered communication, a book that I co authored with Steve Passin Ellie. He's been very generous with this time on the podcast in for the book. He is a very human centered operator. He is a revenue architect, he is a sales engineer, a wonderful combination of incredibly intelligent and deeply and sincerely caring. I wanted this take from Jacko to close us out because it's about what we're propagating. This isn't just about better employee retention, better customer experience, better business outcomes. This is our responsibility and opportunity to elevate the culture for future generations. We don't have to make as many tradeoffs as we think we can. In fact, we must keep our integrity first. We can achieve our best results by being the best version of ourselves. Here's our final ex take and it's from Jacko Vander Koi. I was raised in a culture where sills had a direct relationship to stay dinners, to Golfing, a strip clubs and internationally, much worse. And you know I and so I so look, the culture I was raised in is a culture that I was not proud of, right asn't as an Alpha going through dive and the way how we all like look. I want you to understand that sales was a...

...very is called and individual contributor, because it was a very individual contributor role. You went out on a Monday or Sunday night, all alone for four days and those of US Lucky return on Thursday night, some of them return on Friday and sometimes you were gone weeks out of office. I want you to imagine that that is the culture that existed in B to be enterprise sales, particularly, as you know, as we talked about twenty, twenty five years ago, long ago, but not that long ago. Write some of its some markets. Some of the listeners go like we still have that? Okay, now what you and I and all of us can either won't. The choice that we've made. It says, like you know, although I didn't create that, the one thing that I will not stand for is that we propagate it. That needs to end and the story we're not reaching. We can't live in that world of rock a locker room behavior stuff kind of kind of way and always talking about the customers, like, you know, sign on the dollar line and so on. So we are responsible. We are a new generation now. When I look around us right now and I see the marketing, sales and Customer Seals Prospective, I've now been in what I'm doing today for ten years. I am responsible for what is coming next. You know, future generations can see the youtube videos and will hold me accountable for what I've said right like that is normal. So now, when we were crossed this podcast, what do we talk about? What do we say? Are we kind of talk about how you can spam people with email and get the response rate up by two point eight percent, like, is that the topic we're going to talk about? What has happened in my life is the moment in time I have felt comfortable enough, no longer afraid of the consequences of naysayers and stuff like that. The moment in time that I spoke up and started saying we need to stop this all rotter. That's doesn't even start thinking about when to stop this. Just said, Hey, here's how we going to go forward. Everything has started to old. Door started to open. Money came in, rolling when I needed it, not like overwhelmingly, but always just enough to make it through to the next thing, the next thing, and so I realized that Hey, look, if this door keeps on opening, then I'm not going to stop pushing, and I know that more and more. Now what I find today is that I need to take a step back, and you know, I let others say the same thing. Sometimes you need to you've pushed and then you've got to remove yourself so that others can take over and move on, because otherwise you become not only the motivator, you can also hold it back later on. So smart, so thoughtful, stepping aside to make room for other people to come into their own, to develop their own voice, to advance the message, to advance the movement, to advance the mission, to advance the culture. Thank you again for listening to episode two hundred of the customer experience podcast. That X takes mixtape. You can see all of these takes as video clips at bombombcom slash podcast and if course, we do video highlights, a short...

...rite up and bed the audio for every episode at Bombombcom Slash podcast. My name is Ethan, but I appreciate you listening. I welcome your feedback. Ethan at Bombombcom or Ethan but on Linkedin. If you have questions about customer experience or employee experience or you're looking to learn about something in particular that we may have talked about here on the show, reach out to me. I've got two hundred episodes and counting. Several of them are relevant to what you're working on, who you want to be or where you want to go. Reach out to me. I'd be happy to help. Thanks again to all of our guests here on the podcast, thanks again to the bombomb team and thank you for listening. Have a great rest of your day. We have our 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 readymail. We're to talk about a major problem. My Names Kitt 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 ever 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 byproduct 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 the trailer. Now for dear first name, a four part, first of its kind documentary series that explores how digital pollution is eroding our ability to communicate with each other and build trust. Coming this winter.

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