The Customer Experience Podcast
The Customer Experience Podcast

Episode · 3 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

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

Listening on a desktop & can’t see the links? Just search for the Customer Experience Podcast in your favorite podcast player.

If you reverse engineer from how isthis going to put a smile on somebody's face or help them live longer orfeel better, or something like that? It's about the WHO are we serving, and that keeps you centered. The single most important thing you can dotoday is to create and deliver a better experience for your customers. Learn howsales, marketing and customer success experts create internal alignment, achieved desired outcomes andexceed customer expectations in a personal and human way. This is the customer experiencepodcast. Here's your host, Ethan beaute. Hey, welcome back to the customerexperience podcast. We are winding down our series on human centered communication asthe new book of that title releases in just a couple of weeks. Westarted the series in July. We've got just a couple of episodes left.I love everyone that we've participated with, so I'm not going to say wesave the best for last, but we are finishing strong. Here Steve,who is joining us this week. Yeah, this is definitely a home run hitter, and I agree with your assessment there, Ethan. We Have AdamContos, and you know what makes Adam so special? We've known Adam fora while through, you know, just our dealings with the real estate industry. But Adam is someone that had such a variety of roles and there's veryfew people that that rise through a company and Adam didn't start the bottom ofa of a company. But when you look at his linkedin profile, ifyou followed Adams career at Remax, who, of course, Adams now the CEO. The ascensions through the ranks and just working his way up just makesthem a special person. He has insight so all aspects of business. He'sdown to Earth, but then he has these crazy broad ideas at the sametime and I think everyone listening to the episode is going to love him.And he started off as lieutenant in the Swat Division of the Douglas County Sheriff'sOffice. Is that corrected? I get that right at them. Yeah,yeah, I was the I was a tactical commander, lieutenant in the department. Yeah, the tactical commander. So a wide variety of roles. We'resuper excited to have you on the show. Welcome to the show, Adam.Hey guys, first of all, the super excited to be here.I mean it's it's fun to not only work on something with you guys,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 weearly days of bombomb and, you know, talking to everybody and youguys came by headquarters. We were shooting videos and things like that together.So I just did this. Is really cool to get back together and talkabout what we love to do, which is connect with people. Right.Yeah, absolutely, and we will, like we're in this in part becauseof the book that you contributed to with Steve and me, but will alsoget to a book that you have written, which is really exciting. But we'regoing to start where we always start on this podcast, Adam, whichis customer experience. When I say customer experience, what does that mean toyou? I love this question and I love that term also, because it'show do you how do you make that customer feel? I mean what's intheir heart when you communicate with them, when you interact with them in business, in life? I mean it's just how do they feel as a humanbeing? What is that that level of connection that you actually make with them, because we we as human beings, intrinsically we like to do things foreach other. And did we accomplish that in that interaction with the with thecustomer? Did they feel like wow, I'm I'm grateful that I had thisinteraction. That's what customer experience is all about. It's not a transaction.It is it is more than that and it's something that creates an emotional responsewith people, and that's what we're going for. You of the CEO ofa publicly traded company, globally recognized, and I think these numbers are right, about a hundred thirty five thousand agents.

Is that right? Where you saywe're over a hundred fortyzero now. So yeah, really close, close, close. So a hundred fortyzero agents approximately in a hundred and ten countries. You have a lot of customers. So who are your customers? AreYour customers? Are Your agents, or are they your agents, or arethey the customers buying homes? How do you think about your customers in termsof being a CEO of remacs? Well, we're a franchising organization. So ofcourse you know our first customer is our franchise, because our franchise isthe 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, butwe have a specific process or specific way that we deliver to that end customer, and that's through the values and the culture that we build with our franchise'sin the marketplace. So they're the ones who send us our pay us ourliving as our franchise's and we love them so much. And then the agentsare in those offices, so we love them so much because they're helping ourFranchisese built their business. And, of course, the consumer. We careabout this because we're selling dreams. Man. You know, real state is aboutbuying happiness and dreams and we want to see people come out of thiswhole process fulfilled. So I called a cascading customer level here where, youyou know, it's it's us to the franchise's, the franchise's to the agentsand the agents to the consumer and, of course, the consumers family.And you know we're we helped one point seven eight, or did one pointseven eight million transaction sides in two thousand and twenty I mean that's that.When we were celebrating in our convention this year about who did what. Itwasn't hey, I did this many deals, it was hey, I helped thismany people. So that's really kind of what it's about as you cascadethose that value towards the consumers. How many people can we help with thisand how many lives can we change? Is that what you think about yourfranchise's to like, I've helped this many people, rather than you I've soldthis many franchises? Absolutely, we say we're a business that builds businesses andin order to accomplish that you've got to really enroll and inspire people to achievethings that they want to achieve but they might not have thought they could.So we said we create an environment where people can be as successful as theywant to be. And when, when you just look at life in general, I mean for our kids or, are you know, our friends orwhatever, don't we want everybody to be in an environment where they can beas successful as they want to be? That's how we view our franchise's andour agents. I love that language and it makes me think a little bitabout something we talked a lot on the show about, which is the necessaryprecursor to a great customer experience. Is a great employee experience and that's partof this cascade, and so I would love for you to kind of talkabout specifically culture. I think culture the way we do it around here,how we make people feel, what it feels like to be a consumer,what it feels like to be an agent, what it feels like to be afranchise, what it feels like to be a corporate team over, whatit feels like to be in Adams Inter circle at the you know that thehighest levels of the corporate office, you know gets is. You think aboutall of these cascades from a cultural perspective and delivering on the brand and deliveringa consistent experience, because remacs, the most recognized name and logo in theindustry, has to stand for something. There needs to be some level ofconsistency. But at the same time we're talking about well over a hundred thousandindividual operators out on the front lines than hundreds of people back in the corporateoffice. How do you think about yourself from your own seat, influencing?You can't manage it, but how do you? How do you try toinfluence culture in order to create consistent experiences throughout this cascading value chain. Greatquestion, Ethan, and I absolutely love...

...this, because all of this startswith your values. You know, every organization needs to have a clear setof values that they live too, because people, people don't want to hearwhat you say, they want to see what you do and that's how youlive. So at remax headquarters we have a very simple value statement. Ourvalues are more more. The M stands for delivered to the Max, theOh is be customer obsessed, the ours do the right thing and the Eis everybody wins. So if you think about what is your Northstar, yourNorth Star is how you live your life in the organization and that sets theculture that I mean. That has to start. I've heard everybody say itstarts at the top. No, it starts everywhere. It starts everywhere,is what I have to say. I'm not going to you know, I'mgoing to live the values that I believe are correct. But it's kind ofself serving if you're waiting for people to watch and do what you do.I mean, let's let's hire people that have great values to begin with,and generally, I mean when you think about our values, good people livethat 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 thatare are giving in nature, who appreciate kindness and gratitude and trust and transparencyand clarity and communication and things of that nature. But ultimately that is whatis defined in our values. So we should have a value statement. Soif you ever, if you ever sit down and you're frustrated or something likethat, you pull that out and you just think about it and go,Hey, what am I values? And that's like your your a's your northstart, it's your reset button when necessary. It's your benchmark that you're living upagainst and it's also your encouragement to go out and do better for people, because when I look at my you know, deliver to the Max,be customer obsessed. Okay, those two things right there raise the bar inmy world and I think I did. I live more today, live morewhen we have a project. Is this more? Is this more for ourstakeholders across the border, franchise, he's our agents, are the consumer,our shareholders? You're mentioned more public company. So all that place together, butit even it's about your values. Absolutely, I have a feeling thatthis that that's going to be part of the answer to my next question,which is Steve tied this up kind of in the intro a little bit andit is really cool. So you've been at remax for seventeen years. Youstarted in Business Development here in the mountain region and then took a VP ofregion development, roll over multiple states, moved into vp of global region development. So obviously that was a key theme early on. Then you transition andI'm guessing here that this might have been a let's see if this guy couldrun this company. I don't know. I don't know if that's what thismove was. But then senior VP of marketing and then chief operating officer,Co CEO with company CO founder Dave Lenegar, and then CEO is a position you'veheld for some time now. So talk about that growth and movement throughthe organization. Obviously your personal values that were tied into the corporate values playeda role, but what were some other key factors for you? What didyou learn along the way? When did you have this shared vision of notonly 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 lotof fun. Ethan, and I remember, I mean decades ago. I actuallymet Dave Lenegar, probably twenty five years ago. So I've been inthe organization full time seventeen and a half years, eight and a half ifyou count my consulting to the organization. And I remember the first time Iever met him and I was really impressed with the guy, this guy's leadership. I'm thinking, Wow, this is a human being who knows what theywant in life, but he is so humble in how he he transacts inthose relationships, how he gives and expects nothing in return, and how hegrows and gets better and things like that.

And I asked him one day.I said, Dave, how how do I become the best leader possible? How do I actually realize my potential when it comes to leadership and growingin an organization? And he said be a sponge. I thought, okay, it's pretty simple statement. You know, you always hear people like I'm asponge and you know I read a ton of books or I you know, I study things all the time. And I said so I'm supposed togo out and learn everything? He was non, no, that's only halfof a sponge job. The other half is to get back. He saidyou you take it in and you process it and you give it back tohelp other people. And I thought, okay, I can live off ofthat premise. So and I always wanted to get better at stuff. Imean just you know, I was on the SWAT team, I was aleader in the in the organization, in law enforcement. So I was alwaystrying to learn stuff. But but that really poured gas on the fire withrespect to giving things back regularly. And I I taught a big leadership classthis week to as probably about fifty or sixty leaders and law enforcement, andI said, he there's a question for everybody. How many of you todayhave learned something and given it back to your people? And people are lookingaround the room. I think one hand went up and I go, okay, can you send me what you learned? I'd like to learn it all.So He's absolutely just got out of his iphone and send it over tome. But, and it funny enough, it was an article about how it'sokay to fail, which I mean talk about good leadership. Good leadershipis about understanding your vulnerabilities as well, and a leader telling people it's okayto fail. That's fantastic, because it's got to be. How else doyou learn? So what I took over the time is I knew that ifI went out and learned as much as I could every single day and madethat my entertainment in life and then redeployed those things, then that tale whenthat I would create would get me to wherever I wanted to go. AndI never really said, Hey, I want to go be the CEO iscompany. I just wanted to lead people and give back to people and theorganization, the Board of Directors Day've recognize that and they gave me an opportunity. In fact, they put up me up for a big challenge. You'relike, Hey, you need to go get an MBA. I'm like,okay, so I was run in marketing and I got an MBA the sametime. I mean like twenty months of, you know, working at college andrunning part of the business units. But I you know, you talkedabout going to market being from sales and things like that. 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 youcan go become the best you possibly can in that field if you approach itthe right way. and Seventeen years moving up and it's just doesn't happen anymorethat way. You know, people stay at their jobs for like two orthree years and they're always trying to follow the money because they they didn't moveup quickly enough in the beginning of their career. And, like you,put in the work, consistent work of learning and growing, and obviously itpaid off for you. Let's switch gears for a bit. I'm gonna saya word to you that you probably haven't heard before. Disruption. Not justkidding, obviously, but disruption has been a term that you know. Istarted in the Real Estate Tech Industry Twenty, twenty one years ago and disruption,not not quite twenty one years ago, but probably fifteen. You know,that was a common term and every year it's like real estate, it'sgoing to be disrupted, it's going to be this right, this is howyou know it's going to happen. Talk to us about disruption, specifically inany industry for that matter, because it's something that you probably battle, youknow, day to today, and the relationships that that realtors have with theircustomers and why that's hard to disrupt and...

...some of the things that you candisrupt. In your opinion. It's an interesting word, Steve, because,I mean, you could look at you could actually make disruptions anonymous with distractionif you wanted to, because it's like the boogeyman the word disruption is.I mean it's supposed to induce fear into whoever you're saying it to. You'relike your industry is going through disruption, like there's this like you poke themin the chest and you challenge them to survive or something like that. Ilook at it I'm like, okay, I know what you're focused on,because I'm focused on getting better in my business. And there's there's not alot that you know these words and you, I mean, I get the honorof sitting on stage and 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, youknow, statistically over time? So think about this. You know, whatwas it five or six years ago? Maybe we're all sitting on stage andpeople are saying millennials aren't going to use a real state agent anymore. Theyare going to drop a house in a cart and the check out on Amazonand then they're going to uber their way over there and they're not even goingto see an agent in the process. I mean, come on, didthat come true? Now? I mean it's we're like ninety two percent areusing an agent now, which is more than the baby boomer generation and generationx generation. I mean my generation doesn't like using an agent and we're stilllike eighty nine percent. You sit's of agents or something like that. ButI mean the reality is everybody's like this is going to be disrupted. Youknow what you know disruption is to disruption is just a reality check to say, are you doing your very best for people? That's how I look atit. You know, when you look at technology, disruption, are youworking your very best on technology in order to provide the best experience for thecustomer? You know that word that came up earlier. So do I shutterit, the word disruption? No, I love it because it means thatthat person's looking at the wrong thing. I'm looking at how do I makemy business better and look at the customer, the consumer, our franchise, theseour agents, technology in the space, data in the space, things likethat. I'm like who I see an opportunity, I'm going after it. So that's kind of how I view the word disruption and keep saying itbecause people need to be, you know, running around looking for the boogeyman whileI'm out making Hay. Okay, yeah, so smart it. Becauseif you are looking out for the best interest of your customer, however youdefine it, 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, UPDATA process, add some technology, whatever. And when we look atthe Classic Tales that everyone likes to trot out on the on the failure sideof it, you can easily find a story that says, you know,they just lost touch with their customer or something became more important, margin becamemore important, or new revenue became more important than retained revenue or whatever thecase. Maybe most of those failures aren't the story isn't disruption, it's lossof focus and contact with the customer. Really good changing directions a little bitagain. I'm going to quote you okay. So, by the way, somany of your answers made me think of the title we tight ended uptitling your chapter in human centered communication. How can I help you? Becauseit was a theme of our first conversation with you and now echoes again today, and it just ties to what by the monolog 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 toyou and I would love for you to just kind of dive into a littlebit and explain it a little bit more. Business is not about what, it'sabout who, and video is not...

...about what. Video is about who. What does that mean like for someone who hasn't heard that before and hasit a little bit out of context of the rest of your chapter? Absolutely, and I was is funny. I was reading back through my chapter andI am sitting there dwelling on that statement because I absolutely am in love withthis idea. And really, we don't produce a product and and you couldget you could say it's a hard product. You know, CPG or your consumerproduct, goods or a service as a product or something like that.We don't really accomplish our goals by just producing that. And regardless of whatindustry you're in, you know, you guys are in the video communication industry, call it. You don't produce a product there, you serve a person. So you look at the what, you know, what do I do? And everybody's like, am my product is so great, you know,here's the features and benefits. I hate that term features and benefits, bythe way. Hate it. You know why? Because you're bragging about yourselfand you're not talking about who. Is this good for, the human onthe other end of this that you're trying to help? Everybody has challenges.I mean why do you? Why do you buy the what, whatever thatis, the product or service, or maybe it's an experience, maybe you'regoing to a movie or something like that. Who Cares what it is? Isthere somebody that is the WHO that it is for, and are youovercoming a challenger, fulfilling a dream? Really, I mean why do whydo people buy stuff? There's one one reason why people buy stuff. Hope. They buy it for hope, hope of making more money, solving aproblem, losing some weight, getting more energy, feeling or looking younger,enjoying something, time off, whatever might be. They have hope and whythey buy it. Hope is energy, it is an emotion, it islove. They want to love something. So it's not a what, it'sa I mean, who wants to love that something? So, I meanthat's what it's all about. We're in the human fulfillment business, regardless ofwhere we're at. You know, maybe you're like on supply chain management orwhatever. Where's IT end up? You know, it's maybe you, maybeyou fill up beer trucks and get him out to the liquor store. There'ssome dude wants to sit on his couch and watch a ball game with yourproduct in his hand because it makes him feel good. So, I meanthat's the reality is, if you, if you reverse engineer from how isthis going to put a smile on somebody's face or help them live longer orfeel better or something like that? It's about the WHO are we serving?And that keeps you centered, because you're not worried about your benefits and services. You're worried about putting the smile or the relief on that person's face,and that response is exactly why we invited you into conversation, into a booktitled Human Centered Communication, a book that is trying to help people make videomore about who than it is about what. I think that's the way it's cometo market, especially video messaging and video email, the way that weand some of our competitors do it. I think a lot of people aremaking it about the what and the technology and the I'll say it, eventhough you're going to cringe, features and benefits as opposed to this is abetter way for me to be myself in connection and communication, in service ofthe other person or the other people, and this is just so much betterthan the alternatives. And so, folks listening, we Adam has a lotmore on video in there. I'm only going to ask you one video questionhere and it was you know, we're talking a bit about the fear ofvideo and you mentioned that one of your ways. You know. We've bythe way, in the chapter we go deep into Adams journey in podcasting andvideo. Why and how he started, the origin story, things he learnedalong the way, how he made that a diy journey. You know,the CEO of a publicly traded company,...

...selecting and installing his own equipment,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 bythat I would love for people to know more about and, frankly, Steveand I were curious about it when we were preparing for this conversation. Wasthe thirty and thirty. So you were, like every other human being, alittle bit anxious, fearful, vulnerable when you started doing video and youjust decided, you know what, I'm just going to do what I've seensome of these other folks do, which is commit to do thirty videos inthirty days and see if I can't be more comfortable on the other side ofthis thing. Talk about the thirty and thirty, like when did you committo it and how did that go like, because we didn't dive into that ourfirst time around. Wow, I don't remember when I come admitted tothat, but it was. I was quite some time ago, because I'lltell you, looking back, you know you're your first several videos or wayback in the rearview mirror, after you even just get through thirty of themand you're like Whoa, I mean they you know, every now and yougo back and you look at him or whatever. I go on Youtube everynow and then go oh, that, that wasn't so great, but I'mglad I got it done because it made me better. So when you whenyou think about human beings, human nature is we need to close the loopon things. So when we make a commitment to something, and you haveto, you have to make a commitment to begin with in order to accomplishanything. So that that might be a microcommit meant to yourself, of youknow, getting up fifteen, twenty minutes earlier or whatever, but how longare you going to give yourself to make that commitment for? If you doit once, great, do it once, but you're not really forming any sortof a repetitive action in your life, you know, otherwise known as ahabit, and you're not holding yourself to a challenge that is a littlebit challenging to achieve, if you will. So you know, because doing somethingonce, great, I tried it, but you know whatever. But ifyou start stretching out the longevity in the consistency of that, it makesit a little more harder, but it makes it a lot more rewarding.So I thought, how do I create a better challenge? You know,a lot of people do like fitness challenges or something like that, and Ithought, okay, maybe five of these or ten of these would I'm likeit's thirty. All Right, okay, game on. How do you stretchthis thing out? And I've done a little ten video challenges or five videochallenges or what have you. I did, in fact I did. I dida series of videos, one a week for forty one weeks during thepandemic, and it was, you know, a lot of more Adlib but someof them were scripted. But I actually had to figure out how tospeak for seven minutes without screwing something up, based on bullet points and things likethat, and that's hard. You guys know that, because, Imean, I'm in my basement by myself right now, for crying out outin the studio, and that, you know, there's nobody to scroll totell a prompter or anything. I'm like, this is hard, and I didgo 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 a conceptcalled don't break the chain, and you know, you look at like Seinfeld, how he would like write jokes and things like that. He did this, you know, Wall colend or something like that. Don't break the chain, and you do so many I don't want to break the chain. Challengemyself to not break the chain. It made me better and that's really whatit is about. I just didn't throw up videos. I threw them upand I watched them and I thought, okay, what do I need todo? I'm stuttering here saying but you know, different break up words orpause words and you start to notice how you can get better. That's calleddeliberate practice, by the way. Should know you and I were talking aboutearlier. Will probably come up on this particular podcast or video. But howdo you get better at something? You can't get better by doing it onceor twice or five times. You can only get better after you do itrepetitively, and that's what I wanted to do. I gotta Restate Ethans,you know, observation, just about your...

...answers. There's there's a theme toall of your answers which speaks to your truth, your internal truth and yourintegrity, you know as a person, because I loved your human foot wherein the human fulfillment business, which ties into the acronym for your team's values, I think everyone wins for the e right. So the human fulfilment businesseveryone wins. And then now your book start with a win, which Ihave to surmise I didn't read it. Yeah, but after surmise that startwith the wind. There's got to be a duality in that as well.You're starting with the wind, maybe for yourself, but how do you startwith the win for your customers and your clients? So you don't to answerthat question directly if it's not if it's not applicable, but we would justlove to hear more about your book. Well, thanks, Steve and,like mentioned here, yes, I have a book coming out. It's goingto be second or third week in October or still nailing down the exactly.I think it's a nineteen or the twenty three. I've heard both, butyou can preorder it and Amazon. That's my shameless plug. Just look upstart with a win. It's on there. Please go check it out. I'mfirst time author here, so I'm excited about this and, by theway, Steve and Ethan have given me a lot of encouragement with this.So thanks guys, sincerely. I appreciate your friendship and help with it.The reality here is we have to model the behavior we want to see othersachieve in themselves. As a leader, our goal is to help people unlockand as a coach in life, because leaders are coaches as well, wehave to help 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'tit be up to us to demonstrate the effort put forth to those things?You have to be spectacular about something, but for crime out allowed, youhave to at least try it. That's why you have to try and getbetter every day. I have a saying that I use quite a bit.Leaders Learn, learners lead. Leaders learn learners lead. So, whether ornot you're leading yourself or your family or employees or a business or a country, I mean, who knows what it is if you're not trying to getbetter and you're not modeling the behavior that exhibits you trying to get better withtrust and transparency and clarity and communication, which is why we're on video,for people to see that we're being vulnerable and allowing them to see that weare flawed. Humans were flossom, if you will. You know we're flawedand we're off some at the same time, but they don't know that unless youshow them. So we like what we hear, but we do whatwe see. So we could hear it and that's great. And, asyou know, we have podcast but we also have materials, we have videosthat go with that, and you guys know the statistics of how much moreimpactful visual cues are than just audio cues. But the reality is, let's exhibitthese things as a leader and it. That's what starting with a win isabout, is building the foundation for that leadership and an understanding and unpackingsome of the tools to recognize how you can incrementally improve your leadership, suchas recognizing fear. What place does fear have in people's lives and how canwe help them with that? And if you name that fear, I callmine the beast, and you go and you party with the beast instead offighting with the beast, life is so much better. So there's nothing youcan't do. It just got to go party with the beast, even thoughyou think you can't do it. So there's a lot of different aspects inthe book that are a lot of fun to deal with. But but I'llgive you a little incremental boosts or tail wins into your leadership and having abetter life. It will say party with the beast was my favorite chapter title. Yeah, he sent a prerelease copy over to over to Ethan. I'massuming I can read that too, Audam,...

...absolutely, Steve. Okay for man, I'm excited to check it out. Every time we hang out with you, whether it's on a podcast like this or we see you and youat an event, I learned something every single time. So I can't waitto dive into the book. And I would argue, Adam, that maybeyou are. You said it's a very first book, but you kind ofhave like a half book in there with us a bit. So it's likeyou're like a one and a half right now. You know, there's fairthis. Want to be clear. There's two books now. Yeah, I'mon my book and a half now. I'm here. I'm good with that, Steve. I mean it's you know, thankfully we have this. You know, you guys, as my ghostwriter on the that chapter. So I'llI did was talk about it, but you had to drag that information outof me. Something a good job. Kudos to you guys. But that'syeah, that's Ethan is amazing writing ability as well. So well's let's startwhining this down. Let's just talk about the book and and your favorite partor the part that you're most looking forward to, because we know you justgot it. You didn't have that much time with it, just like youknow, Ethan just got your copy as well. You know, is therea particular section or topic, ors or something about the book that you're justsuper excited about? Well, first of all, I have the book herewith me and I just want to say thank you. This is a verywell put together read and I read a ton of business books and there's somuch in here. So I took a look at this book and I mentionedthe term deliberate practice before. This is a book on how to be betterat connecting with people. Is is the way that I approached this and thereare everybody has great contribution in it. So I'm not going to single anybodyout and go I love that part from this particular leader that you have inthe book. But I'm going to say this. If you don't get betterby reading this book, you're not reading this book the Right Way. BecauseI went through and I took a look at how am I creating video,and I talked a little bit about it in your book, but I readall the other chapters I'm thinking to myself, wait a sec that person just gaveme a tip that I need to take and deconstruct how I'm creating videoand understand and implement that into my philosophy. So deliberate practice is about noticing whereyou can improve, and I mean this. This is like a playbookfor touching up and understanding truly fundamentally why we do video because, like yousaid before, it's about that customer experience, about connecting people. You know,it's human centered. Communication is the name of the book for reason.But what I did is I looked at it and I'm like, okay,this book or this chapter talks about some of the noise and video or,you know, this other chapter talks about how do we get better at differentaspects of it or intent or, you know, what are we trying todeliver? I mean there's just different components and you're going to read these differentperspectives from a you know, whatever your way is is of understanding these thevideo, and I mean if you don't take a step back and benchmark thatagainst your particular video, then you're missing out. I mean this is youcould like. This should the back page. There's room here you could take notesin. Here's how I've improved, and that's I think the best thingout of this is you guys just unlocked more potential in me by me havingthis book in my videos, and thank you for that, because it Ihave to think about some of these things. We always have to think about thesethings because we're not going to see at all, we're going to missa few little components in it, and this brings those back to the surface. Thank you for that. Full credit to Steve, by the way.So so after we humanize, we've periodically talk about another book, playfully mostly, but he had this idea of like, let's reach out to people who weknow who think similarly to us, but everyone is totally unique, andbring everybody into this conversation. You just...

...articulated why that's so useful. Wejust thought to be fun and useful to other people too, but like thisidea of I come with my own perspective and I have like just entering intothese views and experiences across recorded videos, live videos and other forms of communicationto it's it's a pleasure and I'm really glad again, and we said this, I think, before we start recording it. You know, you tookcare to make time for us. I really appreciate it because you're an importantpart of this whole collection of stories that people can use to deliberately practice andbecome better again. Adam is featured in chapter seven. That one is calledhow can I help you, which, I think, if you've obviously listenedto the conversation at this point, you know is a filter for his decisionmakingand action. And this conversation is part of a summer long series we're doing. We're reinterviewing, in a complimentary, not redundant way, all the elevenexperts who are featured in the book. So we recently released episodes with MarioMartinez Junior and Vivicavon Rosen of Van Gresso, Jacko Vanderkoy, founder of winning bydesign, legendary customer service and customer experience expert Chap hike in the seriesstarted back on episode one hundred and forty eight. Adam, just FY,you're joining us on episode one hundred and Sixty One, and for folks arejust listening and not watching a he has his book cover over his shoulder thewhole time. That's called start with a win, and so you can hearall of these episodes with all the folks in the book at Bombombcom Podcaster inyour favorite podcast player and you can learn more about human centered communication at BombombcomBook Steve. Before we let Adam go, we got at least two more questionsfor him. What do we got? Yeah, the quick and easy quickfire questions. Thank or mentioned someone that has had a major positive impactto your life and or career, and then I ask you one more afterthat. I'm certainly going to go with the cofounder remacs, Dave Lenegar.I mean just an amazing human being and does so much for not just ourindustry but the community overall. so thanks, Dave. And you know, sinceobviously you, you are a big fan of customer experience. Was abig topic, of course, on the customer experience podcast today. Talk tous about a brand other than remacs. Of course, that had an amazingexperience for you as a customer. I have to go with I mean II'm very analytical and when it comes to the customer experiences that you encounter whenyou go someplace, and I look for all the little intricacies. I'm I'ma huge fanatic of Disney. I mean, I don't go there to I meanI like to ride the rides, but when we go there, Ilove to go there because I like to go and talk to people that workthere, that, you know, the what do they call them? NotThe staff, but cast members, their cast members. Yeah, and Ilike to I mean just to stand there on Main Street and look at howthey designed it or to look at how they repaint the little hitching posts onmain street each night so that they're brand new and fresh every morning. Itook the Disney Institute course so I could go there and you go under inthe tunnels and everything like that, and you see how they they coordinate everythinglike of a rainstorm in Florida's rolling through. They're like moving ponchos through the tunnelsand moving switching people in their costumes and stuff. It's fascinating how theytry and keep everything so on point in that customer experience, that that's whatthey lead with. They lead with how do we want people to feel whenthey're walking around here and when they what are they going to talk about whenthey leave? So I'll tell you I'm I'm a customer experience Nerd, ifyou will. I mean just to go on and and unpack those things blowsme away. So I'M gonna go with...

...the big one. The King ofCustomer Experience Really Disney, and if you haven't gone to the Disney Institute,University Disney, whatever the heck they call it there and Florida, go takeone of their courses. It's really cool how they get that into your psycheand you look back at what Walt did over the years. There's a museumin Disney world that you can walk through as just to attendee and see howthey 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? Likethat's it? How do we leave people with this emotional resonance that they want, that they actively choose to speak positively about or write reviews or all thelike? Really good take love it. Steve. I might ask for thatas part of my education budget next year. Got By the way, for thoselisten, Steve is bombomb CMO and I report to Steve and Steve Saysyes, two things, most things. Wow, put on the spot.Yeah, especially with Adams backing. I'm not real. Yeah, Adam,this has been awesome. Thank you so much for your participation in the book. Congratulations on start with a win, which, by the way, forfolks listening, that's also podcast you can and should be listening to. It'scalled start with a win, Adam hosted. It's fantastic and I guess I justdid part of my final question, which is, if people enjoyed thisexperience with you, how can they follow up? Where would you send them? What social sites? How can they learn about your book, your podcast, whatever? Of course I'm on all the the main social sites. Justlook up remax Adam contos on any of these or Adam conto a CEO,I'll pop up. There are not very many atom contos is on this planet. I think there's like four of us or something like that. So youare easy to pick my out. Yeah, exactly, exactly. So put outa lot of things on Instagram, like memes and quotes and things likethat, and then, course, facebook and start with a windcom. SoI'll see everybody on those. But yeah, check out the PODCAST. I justrecorded some good ones today. Awesome. Thanks everybody much for joining us andyeah, hopefully we get to see you sometime in person. Let's hopeso. I mean we don't live very far from each other. She grablunch like halfway or something like that one of these days. Right on.The digital spaces and channels we rely on every single day are noisier and morepolluted than ever. So how can you break through, gain attention, buildtrust, create engagement and improve our relationships, reputation and revenue? The authors ofthe Best Selling Book Rehumanize Your Business Take that question on in their newbook humans centered communication, a business case against digital pollution. To help,they brought in nearly a dozen experts in sales, marketing, customer experience,emotional intelligence, leadership and beyond. Learn more about human centered communication and seespecial preorder bonus packages by visiting bombombcom book. Improve Your revenue and reputation immediately andin the long term. Visit Bombombcom Book. Thanks for listening to thecustomer experience podcast. Remember the single most important thing you can do today isto create and deliver a better experience for your customers. Continue Learning the lateststrategies and tactics by subscribing right now in your favorite podcast player, or visitBombombcom podcasts.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (180)