The Customer Experience Podcast
The Customer Experience Podcast

Episode · 2 months ago

161. Video Is About Who, Not About What w/ Adam Contos


To get better at something, you can’t do it just twice or even five times. You have to do it repetitively — and that goes for sending videos, too. Our guest made a video a week for 41 weeks during the pandemic, partly to improve himself but mostly to help his employees and customers overcome challenges and fulfill dreams.

In this episode of our Human-Centered Connection expert series, Steve Pacinelli and I interview Adam Contos, CEO at RE/MAX, about growth through company change and personal improvement to help people.

Join us as we discuss:

  • What the three categories of customers are for Adam
  • Why your org needs a values statement
  • What it was like to rise through the ranks of RE/MAX
  • Where you should be looking in a time of disruption
  • What Adam learned after making 41 weekly videos

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Or, if you reverse engineer from how isthis going to put a smile on somebody's face or help them live longer or feelbetter or something like that? It's not the WHO are we serving and that keepsyou centered. 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, eath and bute hey welcome back to the customer experience podcast.We are winding down our series on human centered communication as the new bookof that title releases in just a couple of weeks. We started this series inJuly we've got just a couple of episodes left. I love everyone thatwe've participated with, so I'm not going to say we saved the best for last,but we are finishing strong here Steve who is joining us this week. Yeah. Thisis definitely a home run. Hitter and I agree with your assessment. There ethenwe have Adam Contos, and you know what makes Adam so special we've known Adamfor a while through you know, just our our dealings with the real estateindustry, but Adam is someone that had such a variety of roles and there'svery few people that that rise through a company and I have been started, thebottom of a of a company. But when you look at his linked in profile, if youfollowed Adam's career at Rema, of course, ams now the CEO, the ascension,through the ranks and just working his way up just makes him a special person.He has insight to all aspects of business he's down to Earth, but thenhe has these crazy, broad ideas at the same time- and I think everyonelistening to the episode is going to love him and he started off as alieutenant in the Swat division of the Douglas County Sheriff's Office. Isthat correct? Did I get that right at him? Yeah Yeah? I was the. I was thetactical commander Lieutenant in the department, the tactical commander, soa live variety of roles were super excited to have you on the show,welcome to the show Adam, hey guys. First of all, super excited to be hereI mean it's, it's fun to not only work on something with youguys, but you guys are just good friends, so you know, like you said,we've known each other a long time. I remember way back in the wee early daysof Bomba, and you know talking to everybody and you guys came by headquarters. We were shooting videos and things like that together, so I meanjust this is really cool to get back together and talk about what we love todo, which is connect with people right yeah absolutely- and we will like we'rein this in part because of the book that you contributed to with Steve andme, but will also get to a book that you have written, which is reallyexciting, but we're going to start where we always start on this podcastAdam, which is customer experience. When I say customer experience. Whatdoes that mean to you? I love this question and I love that term alsobecause it's how do you, how do you make that customer feel I mean what'sin their heart when you communicate with them, when you interact with himin business in life, I mean it's just: How do they feel as a human being? Whatis that that level of connection that you actually make with them, because weas human beings, intrinsically we like to do things for each other, and did weaccomplish that in that interaction with the with the customer? Did theyfeel like wow? I'm grateful that I had this interaction. That's what customerexperience is all about is not a transaction; it is. It is more thanthat and it's something that creates an emotional response with people andthat's what we're going for not to be a the CEO of a publicly traded companyglobally recognized- and I think these numbers are right about a hundred andthirty five thousand agents. Is that...

...right we say we're over a hundred andforty thousand now so yeah, I'm really close, close close. So a hundred fortythousand agents approximately in a hundred and ten countries, you have a lot of customers. So who areyour customers? Are Your customers? Are Your agents or are they your agents orare they the customers buying homes? How do you think about your customersin terms of being the CEO Remak? Well, we're a franchising organization. So,of course you know our first customers are Franchisee, because our franchiseis the first step to US delivering to the consumer, so you've got you've, gotcustomer. You've got consumer, we care about all of these levels, but we havea specific process or specific way that we deliver to that end. Customer andthat's through the values in the culture that we build with ourfranchise es in the market place so they're, the ones who send us or pay usour living as our franchises and we love them so much, and then the agentsware in those offices. So we love them so much because they're helping ourfranches es, build our business and, of course, the consumer. We care aboutthis because we're selling dreams, man, you know a real state- is about byhappiness and dreams and we want to see people come out of this whole processfulfilled. So I called a cascading customer level here where you you knowit's. It's us to the franchise es, the franchises to the agents and the agentsto the consumer, and, of course, the consumers family, and you know we're.We helped one point, seven eight or did one point: Seven, eight milliontransaction sides in two thousand and twenty I mean that's that when we were celebrating our conventionthis year about who did what it wasn't hey, I did this many deals. It was hey.I helped this many people, so that's really kind of what it's about as youcascade those that value towards the consumer is how many people can we helpwith this and how many lives can we change? Is that why you think aboutyour franchise es to like I've, helped this many people rather than you know,I've sold this many franchises. Absolutely we say we're a business thatbuilds businesses and in order to accomplish that, you've got to reallyenroll and inspire people to achieve things that they want to achieve, butthey might not have thought they could. So we said we create an environmentwhere people can be as successful as they want to be, and when you, when youjust look at life in general, I mean for our kids or you know our friends orwhatever. Don't we want everybody to be in an environment where they can be assuccessful as they want to be? That's how we view our franchisees and ouragents. I love that language and it makes methink a little bit about something. We talked a lot a lot on, the show aboutwhich is the necessary precursor to a greatcustomer experience is a great employee experience and that's part of thiscascade, and so I would love for you to trying to talk about specificallyculture. I think culture the way we do it around here. How we make people feelwhat it feels like to be a consumer. What it feels like to be an agent. Whatit feels like to be a franchise e, what it feels like to be a corporate teamoer what it feels like to be in Adam's Inter circle at the you know, at thehighest levels of the corporate office. You know, Kitsie, you think about allof these cascades from a cultural perspective and delivering on the brandand delivering a consistent experience, because re Max the most recognized nameand logo in the industry has to stand for something. There needs to be somelevel of consistency, but at the same time, we're talking about well over ahundred thousand individual operators out on the front lines than hundreds ofpeople back in the corporate office. How do you think about yourself fromyour own seat, influencing you can't manage it? But how do you? How do youtry to influence culture in order to create consistent experiencesthroughout this cascading value chain? Great Question Ethen, and I absolutelylove this because all of this starts...

...with your values. You know everyorganization needs to have a clear set of values that they live to, becausepeople people don't want to hear what you say. They want to see what you doand that's how you live so at Remak headquarters we have a very simplevalue statement. Our values are more M, O R e. The M stands for delivered theMax. The O is be customer obsessed, the ars do the right thing and the E iseverybody wins. So, if you think about what is your nose star, your norse staris how you live your life in the organization, and that sets the culturethat I mean that has to start I've heard everybody say it starts at thetop. No, it starts everywhere. It starts everywhere is what I have to say:I'm not going to you know I'm going to live the values that I believe arecorrect, but it's kind of self serving if you're waiting for people to watchand do what you do, I mean that's, let's hire people that have greatvalues. To begin with, and generally I mean when you think about our values.Good people live that way anyway, they don't have to put the word more to it.So we look for people who who like to help other people, people that are aregiving in nature, who appreciate kindness and gratitude and trust andtransparency and clarity and communication and things of that nature.But ultimately that is what is defined in our values. So you should have avalue statement. So if you ever, if you ever sit down and you're frustrated orsomething like that, you pull that out o you just think about it and go hey.What are my values and that's like you're at your North Star? It's yourreset button when necessary. It's your bench mark that you're living upagainst, and it's also your encouragement to go out and do betterfor people, because when I look at my, you know, deliver to the Max becustomer obsessed, okay, those two things right: there raise the bar in myworld, and I think I did I live more today. It live more when we have aproject. Is this more this more for our stakeholders? ACRROSS the border?Franchisees, our agents? Are The consumer or shareholders? Yourmentioned more public company, so all that plays together, but it even it'sabout your values. Absolutely. I have a feeling that this that's going to bepart of the answer to my next question, which is Steve Teed, this up kind of inthe intro a little bit and it is really cool, so you've been at remak forseventeen years. You started in Business Development here in themountain region and then took a VB of region. DevelopmentRoll over multiple states moved into vp of global region development. Soobviously that was a key team early on then you transition and I'm guessinghere that this might have been a let's see if this guy could run this company.I don't know, I don't know if that's what this movewas, but then senior VP of marketing and then chief operating officer, Cocowith company Co, founder Dave, Linegar and then CEO is a position you've heldfor some time now. So talk about that growth in movement through theorganization. Obviously, your personal values that were tied into thecorporate values played a role, but what were some other key factors foryou? What did you learn along the way? When did you have this shared vision of?Not only could I potentially run this company, but I should or something likejust talk about that journey. It's a really cool journey. It's a lot of funethen, and I remember I mean decades ago I actuallymet Dave Lenae, probably twenty five years ago, so I've been in theorganization full time, seventeen and a half years, eight and a half of yecount. My consulting to the organization- and I remember the first time I evermet him, and I was really impressed with the guythis guy's leadership, I'm thinking wow. This is a human being who knows whatthey want in life, but he is so humble in how he he transacts in those relationships,how he gives and expects nothing in return and how he grows and gets better,and things like that, and I asked him... day I said Dave how how do I becomethe best leader possible? How do I actually realize my potential when itcomes to leadership and growing in an organization and he said, be a spunge? I thought. Okay, it's pretty simplestatement. You know you always hear people like I'm a sponge, and you knowI read a ton of books or I you know. I study things all the time and I said so. I'm supposed to go outand learn everything. He goes. No, no, no! That's only half of a sponge job. Theother half is to give back. He said you you take it in and you process it andyou give it back to help other people and I thought okay. I can live off ofthat premise. So and I always wanted to get better at stuff. I mean just youknow I was on the SWAT team. I was a leader in the in the organization inlaw enforcement, so I was always trying to learn stuff, but but that reallypoured gas on the fire with respect to giving things back regularly, and I Ithought a big leadership class this week to. I was probably about fifty orsixty leaders in law enforcement, and I said, here's a question for everybody.How many of you today have learned something and given itback to your people and people are looking around the room,I think one hand went up and I go okay. Can you send me what youlearned I'd like to learn it all, so he's absolutely just got on his iphoneand sent it over to me, but and it funny enough, it was an article abouthow it's okay, to fail, which I mean talk about good leadership. Goodleadership is about understanding your vulnerabilities as well, and a leadertelling people it's okay to fail, that's fantastic, because it's got tobe. How else do you learn? So what I took over the time is, I knew that if Iwent out and learned as much as I could every single day and made that myentertainment in life and then redeployed those things, then that tail one that I would createwould get me to wherever I wanted to go, and I never really said Hey. I want togo, be the CEO, this company, I just wanted to lead people and give back topeople and the organization. The board of Directors Dave recognized that andthey gave me an opportunity. In fact, they put up me up for a big challenge.You're like hey, you need to go, get an MBA, I'm like okay, so I was runningmarketing and I got an MBA at the same time I mean, like twenty months of you,know working at college and running part of the business units, but I youknow you talked about going to marketing from sales and things likethat I mean reality. Is I just wanted to learn about marketing, so I went andI learned as much as I could, and if you take that attitude you can gobecome the best that you possibly can in that field. If you approach it theright way and it's seventeen years moving up and it just doesn't happenanymore. That way, you know people stay at their jobs for like two or threeyears and they're always trying to follow the money because they theydidn't move up quickly enough in the beginning of their career and, like youput in the work, consistent work of learning and growing and obviously itit paid off for you, let's switch gears for a bit. I'm gonna say a word to youthat you probably haven't heard before disruption, no just kidding. Obviously, but disruptionhas been a term that you know. I started in the Real Estate TechIndustry, twenty twenty one years ago and disruption not not quite twenty oneyears ago, but probably fifteen. You know that was a common term and everyyear it's like real estate is going to be disrupted. It's going to be thisright. This is how you know it's going to happen, talk to us about disruption,specifically in any industry for for that matter, because it's somethingthat you probably battle you know day to today and the relationships at thatrealtors have with their customers and...

...why that's hard to disrupt and some ofthe things that you can disrupt. In your opinion, it's an interesting word Steve becauseI mean you could look at. You got actually make disruptions anonymouswith distraction if you wanted to because it's like the Bogie man. Theword disruption is, I mean it's supposed to induce fear into whoeveryou're saying it to you're, like your industry is going through disruptionlike there's this, like you poke them in the chest, and you challenge them tosurvive or something like that. I look at it. I'm like okay, I know whatyou're focused on, because I'm focused on getting better in my business andthere's there's not a lot that you know these words and you I mean I get thehonor of sitting on stage and I mean you guys do as well in your stature inthe industry and people throw these different questions at you, and I mean,but have you ever proven one of these disruption pieces correct in you knowstatistically over time, so think about this. You know what was it five or sixyears ago? Maybe we're all sitting on stage and people are saying:millennials aren't going to use a real estate agent, any more. They are goingto drop a house in a cart and then check out on Amazon and then they'regoing to ober their way over there and they're not even going to see an agentin the process I mean come on. Did that come true? No,I mean it's. Were it like? Ninety two percent are using an agent now, whichis more than the baby boomer generation and generation x generation. I mean mygeneration doesn't like using an agent and we're still like eighty ninepercent usage of agents or something like that, but I mean the reality iseverybody's like this is going to be disrupted. You know what you know. Whatdisruption is disruption is just a reality check to say: Are you doingyour very best for people? That's how I look at it. You know when you look attechnology disruption. Are you working your very best on technology in orderto provide the best experience for the customer? You know that word that cameup earlier. So do I shudder it? The word disruption.No, I love it because it means that that person's looking at the wrongthing, I'm looking at how do I make my business better and look at thecustomer, the consumer, our Franchisees, our agents, technology in the spacedata in the space things like that, I'm like! Oh, I see an opportunity, I'mgoing after it, so that's kind of how I view the word disruption and keepsaying it because people need to be. You know running around looking for theboogieman while I'm out making Hay. Okay, yeah so smart it because if youare looking out for the best interest of your customer, however, you defineit whatever your role in the organization is, if you're looking outfor their best interests in that might mean that you need to change the system,update a process. Add some technology whatever, and when we look at theClassic Tales that everyone likes to trot out on the on the failure side ofit, you can easily find a story that says you know they just lost touch withtheir customer or something became more important. Margin became more importantor new revenue became more important than retained revenue or whatever thecase may be most of those failures. Aren't the story isn't disruption, it'sloss of focus and contact with the customer, really good, changingdirections. A little bit again, I'm going to quote you okay, so by the way,so many of your answers made me think of the title we, I ended up titlingyour chapter in Human Center Communication. How can I help you?Because it was a theme of our First Conversation with unit echoes againtoday and it just ties to what, by the monologue you just triggered in meabout staying in touch with the customer to it's like it's so good.Here's. Another amazing quote that you offered us that we had to include inthe text of the book. So I'm just going to give it back to you and I would lovefor you to just kind of dive into a little bit and explain it a little bitmore business is not about what it's about who and video is not about whatvideo is about. Who? What does that...

...mean like for someone who hasn't heardthat before it? Has it a little bit out of context of the rest of your chapter?Absolutely, and I was is funny. I was reading back through mychapter and I I'm sitting there dwelling on that statement, because Iabsolutely am in love with this idea and really we don't produce a product and- and youcould, you could say it's a hard product. You know CPG, O your consumerproduct goods or a service as a product, or something like that. We don't really accomplish our goals byjust producing that and regardless of what industry you're in you know, youguys are in the the video communication industry. Call it you don't produce aproduct there, you serve a person. So you look at the what you know. What doI do and everybody's like my product is so great. You know here's the featuresand benefits. I hate that term features and benefits by the way hate it. Youknow why, because you're bragging about yourself and you're, not talking aboutwho is this good for the human? On the other end of this that you're trying tohelp everybody has challenges, I mean, why do you? Why do you buy the whatwhatever that is the product or service, or maybe it's an experience, maybeyou're going to a movie or something like that? Who Cares what it is? Isthere somebody that is the WHO that it is for, and are you overcoming achallenge or fulfilling your dream? Really I mean: Why do why do people buystuff? There's one one reason why people buy stuff hope they buy it forhope, hope of making more money solving a problem, losing some weight, gettingmore energy feeling or looking younger, enjoying something time off whatevermight be, they have hope and why they buy it hope is energy. It is an emotion,it is love, they want to love something. So it's not a what it's a I mean whowants to love that something? So I mean that's what it's all about we're in thehuman fulfilment business, regardless of where we're at you know, maybeyou're like I'm in supply, chain management or whatever where's it endup. You know it's, maybe you, maybe you fill up beer trucks and get them out tothe liquor store. There's some dude wants to sit on his couch and watch aball game with your product in his hand, because it makes him feel good. So Imean that's a reality. It's if you, if you reverse engineer from how is thisgoing to put a smile on somebody's face or help them live longer or feel better,or something like that. It's about the WHO are we serving, and that keeps youcentered, because you're not worried about yourbenefits and services, you're worried about putting the smile or the reliefon that person's face man. That responses exactly why we invited youinto conversation into a book, titled Human Centered Communication, a bookthat is trying to help people make video more about who than it is aboutwhat I think that's the way it's come to market, especially video messagingand video email. The way that we in some of our competitors do it. I thinka lot of people are making it about the what and the technology and that I'llsay it, even though you're going to cringe features and benefits as opposedto this is a better way for me to be myself in connection and communicationin service of the other person or the other people, and this is just so muchbetter than the alternatives, and so folks, listening Adam has a lot more onvideo in there. I'm only going to ask you one video question here, and it wasyou know, we're talking a bit about the fear of video, and you mentioned thatone of your ways. You know we by the way in the chapter we go deep intoAdams journey in podcasting and video. Why and how he started the origin storythings he learned along the way how he made that a Di y journey. You know theCEO of a publicly traded company,...

...selecting and installing his ownequipment, and all of this really great it's a really great chapter, but onething you that one thing we wrote in very briefly: It's a drive by that Iwould love for people to know more about and frankly Steve and I werecurious about it when we were preparing for this conversation was the thirtyand thirty. So you were like every other human being a little bit anxious,fearful vulnerable. When you started doing video- and you just decided- youknow what I'm just going to do- what I've seen some of these other folks do,which is commit to do thirty videos in thirty days and see if I can't be morecomfortable on the other side of this thing, talk about the thirty and thirtylike when did you commit to it and how did that go like because we didn't diveinto that our first time around wow? I don't remember when I committedto that, but it was. I was quite some time ago because I'll tell you lookingback, you know your your first. Several videos are way back in the rear viewmirror after you even just get through thirty of them and you're like Whoa, Imean they, you know every now and you go back and you look at them orwhatever I go on Youtube every now, and then I go oh, that that wasn't so great,but I'm glad I got it done because it made me better. So when you, when youthink about human beings, human nature is we need to close the loop on things.So when we make a commitment to something- and you have to you- have tomake a commitment to begin with in order to accomplish anything so that itmight be a micro commitment to yourself of you know getting up fifteen twentyminutes earlier or whatever. But how long are you going to give yourself tomake that commitment, for if you do it once great, do it once but you're notreally forming any sort of a repetitive action in your life? You know otherwiseknown as a habit and you're not holding yourself to a challenge. That is alittle bit challenging to achieve. If you will so you know because doingsomething once great, I tried it, you know whatever, but if you startstretching out the longevity and the consistency of that, it makes it alittle more harder, but it makes it a lot more rewarding. So I thought how doI create a better challenge? You know a lot of people do like fitnesschallenges or something like that, and I thought okay, maybe five of these areten of these were in, like thirty, all right, okay, game on. Howdo you stretch this thing out and I've done little ten video challenges orfive video challenges, or what have you idea? In fact, I did, I think, a seriesof videos one a week for forty one weeks during the pandemic, and it was you know, a lot of more ad Lib, butsome of them were scripted, but I actually had to figure out how to speakfor seven minutes without screwing something up based on bullet points andthings like that and that's hard. You guys know that, because I mean I've inmy basement by myself right now for crying all out in this studio and thatyou know there's nobody to scroll the teleprompter or anything. I'm like thisis hard and I did go every now and then into the studio to do them, but thereality is string a whole bunch of them together and there's a there's. Aconcept called don't break the chains, and you know you look at like Seinfeldhow he would like write jokes and things like that. He did this. You knowwall counter or something like that. Don't break the chain and you do somany. I didn't want to break the chain challenge myself to not break the chain.It made me better and that's really what it is about. I just didn't throwup videos, I threw them up and I watched them and I thought okay. Whatdo I need to do? I'm stuttering here saying, but you know different breakup words orpause words, and you start to notice how you can get better. That's calleddeliberate practice by the way, which I know you and I were talking aboutearlier- we'll probably come up on this particular podcast or video. But how doyou get better at something you can't get better by doing it once or twice orfive times you can only get better after you do it repetitively and that'swhat I wanted to do. I gotta Restate...

Ethan's, you know observation justabout your answers. There's there's a theme to all of your answers, whichspeaks to your truth, your internal truth and your integrity. You know as aperson, because I loved your Human Fulford in the human fulfillmentbusiness, which ties into the acronym for your teams, values think it.Everyone wins for the e right, so the human fulfilment business everyone winsand then now your book start with a wind which I have to surmise. I didn'tread it yeah, but after surmise that start with the wind, there's got to bea duality in that as well you're, starting with the wind, maybe foryourself. But how do you start with the wind for your customers and yourclients? So you don't have to answer that question directly if it's not ifit's not applicable, but we would just love to hear more about your book thanks Steve and like mention here. Yes,I have a book coming out. It's going to be second or third week in October,we're still nailing down the exact, I think it's in nineteen or the twentythird I've heard both, but you can preorder an am an Amazon. That's myshameless plug. Just look up start with a win. It's on there. Please go checkit out. I'm first time author here, so I'm excited about this and by the way,Steve and Ethan have given me a lot of encouragement with this. So thanks guyssincerely appreciate your friendship and help with it. The reality here is: We have to model the behavior. We wantto see others achieve in themselves as a leader. Our goal is to help peopleunlock and as a coach in life, because leaders are coaches as well. We have tohelp people unlock their potential and a lot of people don't believe thatthey can do these things unless they see somebody else. Do them so shouldn't it be up to us todemonstrate the effort put forth through those things you don't have tobe spectacular about something, but for crying out loud. You have to at leasttry it. That's why you have to try and get better. Every day. I have a sayingO that I use quite a bit. Leaders learn learners, lead leaders, learn learners lead so, whether or not you're leading yourselfor your family or employees, or a business or a country I mean who knowswhat it is, if you're not trying to get better and you're, not modeling tobehavior that exhibits you trying to get better with trust and transparencyand clarity and communication, which is why we're on video for people to seethat we're being vulnerable and allowing them to see that we are flawed.Humans were flossie. If you will, you know, were flawed and were awesome atthe same time, but they don't know that unless you show them. So we like what we hear, but we do whatwe see. So we could hear it and that's great and it's you know we have podcast,but we also have materials. We have videos a go with that and you guys knowthe statistics of how much more impactful visual cues are than justaudio cues. But the reality is: Let's exhibit these things as a leader and itthat's. What starting with a win is about is building the foundation forthat leadership and in understanding and unpacking some of the tools torecognize how you can incrementally improve your leadership, such asrecognizing fear what place does fear have in people's lives and how can wehelp them with that? And if you name that fear, I call mine the beast andyou go and you party with the beast instead of fighting with the beast life,is so much better. So there's nothing! You can't do just got to go party withthe beast, even though you think you can't do it so there's a lot of different aspectsin the book that are a lot of fun to deal with, but but ill give you alittle incremental, boosts or tail wins into your leadership and having abetter life. I will say party with the Beast: was myfavorite Chapter Title Yeah? I know you sent a prerelease copyover to over to Ethan. I assuming I can... that too out of absolutely Steve.Okay for man, I'm excited to check it out. Every time we hang out with youwhether it's on a podcast like this or we see you you at an event. I learnsomething every single time, so I can't wait to dive into the book and I wouldargue Adam that maybe you are you said it's a very first book, butyou kind of have like a half book in there with us a bit. So it's likeyou're, like I one and a half right now. You know, there's fairs want to beclear. There's two books now a yeah I'm on my book and a half. Now I'm yeah,I'm good with that Steve I mean it's. You know. Thankfully we have this. Youknow you guys is my ghost writer on the that chapter. So all I did was talkabout it, but you you have to drag that information out of me. So a good jobKudos you guys, but that's yeah. That's even is amazing writing ability as well.So let's, let's start wing this down. Let's just talk about the book and yourfavorite part or the part that you're mostlooking forward to because we know you just got it. You didn't have that muchtime with it. Just like you know, Ethan just got your copy as well. You know,is there a particular section or topic or or something about the book thatyou're just super excited about? Well, first of all I have the book here withme and I just want to say thank you. This is a very well put together readand I read a ton of business books and there's so much in here. So I took alook at this book and I mentioned the term deliberate practice before this isa book on how to be better at connecting with people. I is the waythat I approach this and there are everybody, has great contribution in it.So I'm not going to single anybody out and go. I love that part from thisparticular leader that you have in the book, but I'm going to say this. If youdon't get better by reading this book, you're not reading this book the rightway because I went through- and I took a look at how am I creating video- andI talked a little bit about it in your book, but I read all the other chapters.T I'm thinking to myself. Wait a SEC. That person just gave me atip that I need to take an deconstruct, how I'm creating video and understandand implement that into my philosophy. So deliberate practice is aboutnoticing where you can improve- and I mean this- this is like a playbook fortouching up and understanding, truly fundamentally, why we do video because,like you said before it's about that customer experience about connectingpeople, you know it's human centered communication is the name of the bookfor reason, but what I did was I looked at it and I'm like okay, this book, orthis chapter talks about some of the noise and video, or you know this otherchapter talks about how do we get better at different aspects of it orintent? Or you know what are we trying to liver? I mean there's just differentcomponents and you're going to read these different perspectives from a you know. Whatever your way is ofunderstanding these, the video and I mean, if you don't take a stepback and benchmark that against your particular video, then you're missing out I mean this isyou could like this? Should at the back page there's room here, you could takenotes in here's, how I have improved and that's, I think, the best thing outof this. Is You guys? Just unlocked more potential in me by me having thisbook in my videos, and thank you for that, because it I have to think aboutsome of these things. We always have to think about these things because we'renot going to see at all we're going to miss a few little components in it, andthis brings those back to the surface. Thank you for that full credit Dostieby the way. So so after we humanize, we would periodically talk about anotherbook playfully mostly, but he had this idea of like let's reach out to peoplewho we know who think similarly to us, but everyone is totally unique andbring everybody into this conversation.

You just articulated why? That's souseful, we just thought it'd be fun and useful to other people too, but, likethis idea of I come with my own perspective, and I have like justentering into these views and experiences across recorded videos livevideos and other forms of communication. To It's, it's a pleasure and I'm really gladagain- and we said this- I think before we start recording that you know youtook care to make time for us. I really appreciate it because you're animportant part of this whole collection of stories that people canuse to deliberately practice and become better again, Adam is featured inchapter seven. That one is called. How can I help you, which I think, ifyou've obviously listened to the conversation at this point, you know,is a filter for his decision making an action, and this conversation is partof a summer long series we're doing where we're re interviewing in acomplimentary not redundant way all the eleven experts who are featured in thebook. So we recently released episodes with Maria Martinez, junior and VivekaRosen, O Ven Grasso Jack, O Vanderkooy of winning by design legend, dairycustomer service and custer experience expert Chap Hiken. The series startedback on episode, a hundred and forty eight Adam, just half why you'rejoining on on episode hundred and Sixty One and for folks were just listeningand that watching a he has his book cover over his shoulder the whole time.That's called start with a win, and so you can hear all of these episodes withall the folks in the book at bombmaker and your favorite podcast player, andyou can learn more about human centered communication at bombance Steve Beforewe let at him go. We got at least two more questions for him. What do we got?Ye other quick and easy, quick fire questions thank or mentioned someonethat has had a major positive impact to your life and or career, and then I'llask you one more after that. I'm certainly going to go with the COfounder, remix Dave Lineker. I mean just an amazing human being and does somuch for not just our industry but the community overall. so thanks Dave andyou know, since obviously you are a big fan of customer experience-was a big topic, of course, on the customer experience podcast today talkto us about a brand other than Remak, of course that had an amazingexperience for you as a customer, I have to go with. I mean I I'm very analytical and when it comesto the customer experiences that you encounter when you go some place and Ilook for all the little intricacies, I'm I'm a huge fanatic of Disney. Imean I don't go there to. I mean I like to ride the rides, but when we go there,I love to go there, because I like to go and talk to people that work there,that you know the what do they call them, not the staff but cast members theircast. Members yeah and I like to I mean just to stand there on Main Street andlook at how they designed it or to look at how they repaint the little hitchingposts on main street each night so that they're brand new and fresh. Everymorning I took the Disney Institute course, so I could go there and you gounder in the tunnels and everything like that and you see how they theycoordinate. Everything like if a rain storm in Florida is roling throughthey're, like moving ponchos through the tunnels and moving switching peoplein their costumes and stuff. It's fascinating how they try and keepeverything so on point in that customer experiencethat that's what they lead with they lead with. How do we want people tofeel when they're walking around here and when? What are they going to talkabout when they leave so I'll? Tell you I'm a customerexperience nerd. If you will, I mean just to go on and and unpack thosethings blowss me away. So I'm going to...

...go with the big one, the king ofCustomer Experience Really Disney, and if you haven't gone to the DisneyInstitute University Disney, whatever the heck, they call it there in Floridago take one of their courses. It's really cool, how they get that intoyour psyche, and you look back at what Walt did over the years. There's amuseum in Disney world that you can walk through as just to attend and seehow they constructed everything. It's really cool. Do that's awesome. How do we makepeople feel and what do we want them to say when they're gone like that's it?How do we leave people with this emotional residence that they want thatthey actively choose to speak positively about or write reviews orall the like, really good, take love it Steve. I might ask for that, as part of my education budget nextyear, got so by the way for those listening. Steve is Bombos, and Ireport to Steve ID Steve Says Yes to things most things wow put on a spot,especially with Adams backing I'm not Ye Adam. This has been awesome. Thank youso much for your participation in the book. Congratulations on start with awin which, by the way for folks, listen, that's also a podcast. You can andshould be listening to it's called start with a win Adam host. It it'sfantastic, and I guess I just did part of my final question, which is: Ifpeople enjoyed this experience with you, how can they follow up? Where would yousend them what social sites? How can they learn about your book, yourpodcast, whatever, of course, I'm on all the the main social sites. Justlook up: Remak Adam Contos, any of these or Adam con to a CEO all pop up.There are not very many item contois on this planet. I think there's like fourof us or something like that. So, and you were easy to pick mine out yeahexactly exactly so put out a lot of things on instagram like memes andquotes and things like that and then course, facebook and start with Wincot, so I'll see everybody on those but yeahcheck out the podcast. I just recorded some good ones today. Awesome thanks anbody for joining us and yeah. Hopefully we get to see you some time in person.Let's hope so I mean we don't live very far from each other. Should grab lunchlike halfway or something like that. One of these days right on the digital spaces and channels we relyon every single day, are noisier and more polluted than ever. So how can youbreak through gain attention, build trust, create engagement and improveour relationships, reputation and revenue? The author is of the BestSelling Book Rehumanize Your Business. Take that question on in their new bookhuman centered communication, a business case against digital pollutionto help they brought in nearly a dozen experts in sales, marketing customerexperience, emotional intelligence leadership and beyond learn more abouthuman centered communication and see special preorder bonus packages byvisiting bomboost, improve your revenue and reputation immediately and in thelong term, visit Bom Boco Book. Thanks for listening to the customerexperience. Podcast remember, the single most important thing you can dotoday 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 Bom Bombo, a podcast a.

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