The Customer Experience Podcast
The Customer Experience Podcast

Episode · 7 months ago

192. Today’s Path to Tomorrow’s Revenue w/ Ethan Beute

ABOUT THIS EPISODE

What can we learn from a deep dive into connecting, communicating, and converting more effectively — despite the challenges of digital, virtual, and online spaces — from people who are out there doing it every single day?

I’m Ethan Beute, Chief Evangelist at BombBomb and host of The Customer Experience Podcast.

In this episode, I share four takeaways answering that question, which I learned from researching the Wall Street Journal bestselling book Human-Centered Communicationwith Steve Pacinelli. My presentation includes clips from several of the experts we featured, including Lauren Bailey, Shep Hyken, Dan Hill PhD, Mario Martinez Jr., Morgan J Ingram, Julie Hansen, and Adam Contos.

Listen to how to turn today’s path into tomorrow’s revenue with human-centered communication techniques:

  • Restore human emotion to our impoverished experiences online
  • Balance the tech touch and the human touch
  • Focus on outcomes, not systems, processes, or goals
  • Value the immeasurable   

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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. Every time you put a digital message or a digital experience in front of someone who matters to your success, you're training them, whether or not you value their time and attention. In this way, you're forging today's path to tomorrow's revenue. Is it a good one? Is it as good as it should be? When you're reaching out your prospects, your customers, to the people you might like to recruit to your team or to the people who are already on your team, to strategic partners, suppliers, vendors and all those other people in your business ecosystem, are you forging a positive path to tomorrow's revenue? If you're not, or if you're not sure, or if you want to be better, I've got a great presentation for you. My name is Ethan Butte, host of the customer Experience Podcast, Chief Evangelist at bombomb and Co author of two books, including the recent Wall Street Journal Best Seller Human Centered Communication. What you're about to hear on this episode is a presentation I was privileged to be able to deliver for doess of fortune five hundred executives at a relatively intimate virtual event. Among the things you'll learn in this episode why attention is no longer enough, even though some people say attention is the currency of the economy. I say that's not true, how we can apply design thinking and human centered design principles to our daily digital communication and four of the takeaways that we share in chapter fourteen of human centered communication, including clips from several of the experts who are featured in that book. If you would like to see this presentation, the video is embedded at the blog post for this episode. We write all of them up. We do video highlights, we do short write ups. You can find this episode in all the other ones at bombombcom slash podcast. This one is episode one hundred and ninety two. I left a little bit of the Qa on the end of this. I hope you enjoy it and I welcome your feedback. You can always reach me at Ethan etch an at Bombombcom or hit me up on Linkedin. Ethan last name is Butte Bee ute. And with that here is human centered communication, today's path to tomorrow's revenue, as we've established this session, is the subtitle. Is Today's path to tomorrow's revenue. There are things that we're doing today that could set the future off in a better true, to set us off in a better trajectory, or it could impede our growth in the future, and so we'll just jump right into it. I'm going to start with a few very big truths. Some of these may seem shockingly obvious to you, others may not. The first one we must sell virtually, and we all recognize this. I think, even when the political, social cultural climate permits a lot more facetoface communication, I think we've established there a lot of benefits to buyers and sellers connecting virtually. So we're going to be doing more virtual selling in the future, not less. However, these online environments, these digital, virtual and online spaces we operate in, are polluted. This means that, and of course we've all said noise for a long time right. These are noisy spaces, but they're also polluted your messages that your sales team is sending to people is arriving in the mix of all kinds of other things, including fishing schemes and all kinds of other combination of confusing, frustrating, annoying and perhaps even threatening, and so we need to know that we're in this polluted environment where we don't always get the benefit of the doubt. In addition, we have to recognize that our digital communication is impoverished,...

...and when I say this I mean it's in two particular ways. It is visually impoverished and it is emotionally impoverished. It's so difficult to capture any semblance of the human experience through faceless, typed out text, through so much of the communication that we rely on every day. So a human centered approach helps cover some of these gaps. Obviously, the buyers journey has evolved. I don't know what else will be said today, but the idea that the buyers journey is nonlinear, I'm going to go out of limb and say it's going to be the understatement of the day. So this journey has evolved. Were meeting different people at different points who we need to be prepared for that and a human centered approach can help. Obviously by our expectations or heightened so often we look to our competitors and things that we're hearing back channel and competitive intelligence to try to set our customer experience and decide how we're doing. But in fact our buyers are comparing us to everyone, not just to our competitors and not just to their past expectations of us in particular. So we need to raise the bar there. Recurring revenue is a result of recurring impact. Say That one more time. Recurring revenue is a result of recurring impact. But so much of what we do approaches revenue as the target rather than customer impact, customer benefit, customer value. If we focused a little bit more attention on the customer, on the buyer, on the prospect and delivering impact and recurring the delivery of that impact and value and benefit, the revenue at some level takes care of itself. And I know that seems a little bit like an active an act of faith or a leap of faith, but I think we all know that it's intuitively true, and so we can shift our perspective a little bit and make some improvements there. In so many ways humans have broken the sales funnel, but the good news is that humans can fix it, and one way to do that is with a human centered approach to our communication. My name is Ethan Butte. My title is chief evangelist to a software company called bombomb. We help you connect and communicate more effectively with video, email and video messages. I'm the host of the customer experience podcast for about a hundred and seventy episodes, deep in creating a conversation across sales, marketing and customer success in order to create and deliver better experiences for customers, which I would argue is one of our greatest differentiators and greatest opportunities. And I'M CO author of two books, human centered communication, which which just hit the Wall Street Journal Best Seller List at number two, and hardcover business right behind a time of habits which is apparently been there for about two years straight. So I recommend both books and we humanize Your Business. The book that I co authored with my longtime friend and team member and bomb IM chief marketing officer, Steve Pass and Ellie about two or two and a half years ago, and it's the complete what, why, who went and how of the relationships through video movement. But today we're talking human center communication. I want to share another big idea. With every single message in experience that we create for people are our team members, our company, our brand, every message in experience we create is training people to know whether or not we are worth their time and attention. We're training people to perceive us in a particular way in this sets up their engagement with all of the future messaging. So also critical here is that their behavior, of course, is being tracked. Machines will increasingly can troll who sees us, when and how. So if we are not taking a human centered approach that serves other people, we are training those people and we're training those machines that we should not be prioritized in their feeds, in their inboxes, in the other places that they encounter us. Right. So we need to be aware of this and I'm give you a model here. This bottle is far too detailed to get into, but if you want to talk about it and more in depth, you can just email me directly. Eatan, that bombombcom happy to do this with you and with...

...your team or anyone else. Anything I'm sharing here I'm happy to go deeper into on a separate personal session for you, but I want to start at to tap here. A lot of people will say some version of attention is the a currency of the economy, but very obviously it is not. A tension is just a necessary precursor to what we really want and what people really want to give us if we deserve it, which is trust in more trust. And so you know, when we put things in front of people, we want to be recognized as familiar, we want to be recognized as trusted. We're going to validate our warmth and our competence, which are the two criteria that every human judges every other human on. We need to deliver some form of value. I know that that's kind of a traite phrase, but I think we all understand a sense of what that means. Give, deliver some impact and then we generate more trust. And if we focus specifically here on the left side of this model, the consequence of not arriving over there is ultimately ignore, delete. I need to update this and add block. It's so easy to block people and say you can never reach me again. In fact, with a tool like superhuman on email platform, not only can I block an individual reps email sending. I can block an entire domain. So anyone receiving a message or experience on behalf of you and your team and your company is potentially unreachable at any point in the future when they reach their own decision to say I'm not interested in this anymore. So focusing on that left side there. How do we get into this pattern? How do we get over here and stay over here so that when we reach out to people, they recognize us as familiar and they have a positive association with us? Here's what it sounds like to be on this side of the model. I like hearing from Jeff, or you know your name or your company name, has my best interests in mind, or Tina is always so helpful. These these things that people may not even say consciously. These are things that they feel and think, perhaps subconsciously, but they are these positive associations. These are the micro yesses that we need to get people to engage with us, to click and fill out to survey, to return the phone call, to reply to the email, to get on our calendar, all these to make the introduction, to make the referral, all these yesses that we need to be successful. In our day are empowered when we're on this left side of the model, and so the path to do that is something that we call human centered communication. You might be familiar with some of these ideas, even if you're not familiar with the language, but essentially human centered communication is a combination of two things, human centered design and our daily digital communication. And so what is human center design? If you're not familiar, it's a thirty or four year old practice. It has an ISO standard. It's part to ten humans center designed for Interactive Systems. I'm not going to read this whole thing. I'm just going to highlight a couple key phrases to put us in the right direction here. Human Center design focuses on the users, their needs and their requirements. Right this is something you might be doing with ideal customer profiles, with Personas and then ultimately keeping notes on individual people in specific accounts. In these types of things, focusing on the users, it enhances effectiveness and efficiency. This is today's path to tomorrow's revenue. When applied to our communication, it improves human wellbeing, user satisfaction, accessibility and sustainability, and this is critical and we're going to get into this later in the presentation, after we listen to a couple video clips. It counteracts possible adverse side effects. It serves the humans. So Ideo is a design firm, probably the most familiar adherent, practitioner and advocate of a human centered design approach, and this is their model. That's why I put their logo on here. So Ideo is used human center design to create the first apple mouse decades ago. They also used it more recently to design water systems in Africa. They've applied it to all kinds of products and services and systems and processes. Anything we're designing that affects or impacts people can be benefit from a human centered design approach,...

...or design thinking is another term that people are using for this approach. So it combines three specific things. The first is desirability and the needs of people. What to humans actually need and want? What isn't what is in their best interest, what benefits them? Another component is feasibility. What is technology allow us to do? And then the third one is viability. What are the requirements or what is the definition of business success? Now you look at this and say, Oh, yeah, that makes sense. I can recognize the need for desirability, feasibility and viability. But the problem is so often we start in one circle. Right Ideo and human center design and design thinking says start with desirability in the needs of humans. Where do we tend to start? We tend to start with viability. What is our definition for success? What is the revenue goal? What is the conversion goal? What is the click goal? What are our goals, what we need and want? That's where we tend to start. And then where we go next? We go straight to feasibility. We go to what does technology allow us to do? But the problem is when we operate at this intersection of what's viable and then feasible, we all know how inexpensive and powerful technology has become and it's continuing to trend that way. And so when we operate there, we wind up creating things that are perhaps a bit too automated, a bit too machine driven, things don't that don't have any personality or life to them, things that are difficult for humans to connect with and relate to. Sometimes, of course, it goes comically bad. We've all seen like terrible use of variable data, for example, that mistreats people, oftentimes in an offensive manner or even in a comical manner. And so all were calling for here in Blending Human Center design with digital communication is to shift to the center and to include what's desirable, in fact, to start with what's desirable. If we're designing a system or a process or a product or a service or a message or an experience or a campaign, why wouldn't we start with what's in it for the people it's being designed for? And again, it sounds a little bit obvious to say it this way, but if we think about how we actually act day to day in our businesses, so often we're not starting there. We might include it at some point, or if we want to iterate or improve something, we might get there, but when we start with the people something is designed for first, we're in much better shape to give them something of value that they'll respond to. So this is something that we dived into Steve Passonellie and I in this book, which again just hit the Wall Street Journal Best Seller List at number two, and we engaged nearly a dozen of our expert friends in this effort to help. One of them is Jacko Vander Koi, founder of winning by design, a sales architect in a revenue engineer, a fantastic human being with an amazing YouTube channel. We engage Dan Hill, who's an emotional intelligence expert who holds seven US patents in the analysis of facial coding data. So he really gets into what's going on in the mind with memory and emotion and motivation. Matthew Sweezy as a marketing futurist. His title currently is director of market strategy at sales force. He's also more recently a partner in their futures lab, so he's very focused on where all of this is going. We included Julie Hanson, a former salesperson and sales manager and professional actress who is on Broadway. She had a bit in the sex in the city and other productions, but now she teaches classic acting and Improv techniques to sales people to help them in all of their roles, but especially on camera. We involved Adam Kantos, the CEO of remax global brand. That's one of the most recognized and real estate with over a hundred forty thousand agents. Lauren Bailey, founder and president of factor eight and Girls Club. The former is a sales training and sales management training firm, and the latter empowers, connects and equips women to take more leadership roles in sales girls club, fantastic organization that bombobs partnered with in a variety of ways. Mario...

Martinez, junior, founder and CEO van Gressa, one of the leading virtual selling and sales training firms, and his cofounder, Vica von Rosen, who is their chief visibility officer, and he linkedin experts. She's written three or four books on Linkedin, in particular as a means of engaging people. Chef Hiken, often known as the godfather of customer service and customer experience. He's written nine books. Wall Street Journal, New York Times, USA Today best selling author and prolific speaker. Shar's a number of great tips. Morgan J Ingraham. He is a video prospecting pioneer, he's a sales trainer and a number of other things. He's on a constant path of learning and growth. Finally, here Dan Tier, who's the six team member in the first salesperson at hub spot. He's been with them now fourteen or fifteen years and in so many ways this inbound movement that they created well over a decade ago that continues to evolve as very kin to a human centered approach. So Steve and I did deep research, interviews and then wrote wrote up chapters featuring each of these people and their lessons, wrapped in human centered design, human centered communication, digital pollution on the front side, and then some of the things that we learned from all of these people in the final two shed two of the finals three chapters. And so what we did there was we wanted to make the people talk to each other, make the chapters talk to each other. Where do they agree, where do they disagree? What can we learn from a deep dive into connecting, communicating and converting more effectively, despite the challenges of digital, virtual and online spaces, from people who are out there doing it every single day? So I'm going to share four of the things that we share in the final chapter. In the first one is to restore human emotions, to be more cognizant about the impoverishment, the Visual and Emotional impoverishment, in so much of the work that we're doing. So let's first hear from Dan Hill, who is the eq expert. It's the relationship between motivation and emotion. Both of them involve motion, because you know, motivation means you're going to make something happen. Emotions do make something happen, to use them as a filter. The other thing that's really important there is, yes, move ray goes to both those words. But the other thing I always think about with emotion is it drives memory. We remember the things that matter to us that made an emotional connection. So emotion is a fuel and I think one of the big fallacies of corporate life is to imagine that you can drain the the gas out of the gas tank and somehow the car is still going to run. And it's simply not going to happen. So we'll get into this a little bit more in just a moment, but if you if you heard him there, he talked about move a, which is a Latin root shared by the words emotion and motivation, and it is a fallacy to imagine that we can remove the emotional resonance and the emotional components of what we're doing and still have people be motivated and keep us in mind, for us to be memorable without it. But before we get into that a little bit deeper, let's hear from chef hike in with a quick clip here. So many ways to technology is going to benefit us. But we've got to go back to what gets people to come back, and one of the things I'll be really pushing in this book is that repeat business is not loyal business. Loyalty is going to come from the emotional connection. Obviously, especially right now, I think we're calling it the great resignation. When we think about loyalty, we often think about it in terms of our team members and our employees and our potential recruits, and it applies there equally to our prospects and customers. Obviously, in emotion is the key differentiator between a repeat customer or someone that keeps showing up for work every day and someone who is loyal and who is invested in us and what we're doing. But I want to restate this. Dan Hill use the word move ray again, a Latin route shared by both emotion and motivation. These two words are deeply, deeply intertwined. If...

...we want to move someone to act, if we want someone to behave, if we want someone to honor one of these micro yeses that we need or want to give that click, to reply to that email, to return that phone call, to make that introduction, then we need to reach them an emotional manner and plain black text on a plain white screen is ill equipped to do that, and yet somehow we find ourselves relying on it every single day. Here's another thing Dan shared with us in chapter four of the book, and if you listen to him on podcasts or other places, you'll hear him say some version of being on emotion is more important than being on message. So often, when we write emails or we write scripts for videos or we writes, write scripts for calls or we write scripts for presentations, were so focused on our team being on message. And it is important, but it's more important to be on emotion. And what do we mean by saying on emotion? We mean intent. Humans judge our intent more specifically and earlier and more effectively than they judge anything else about what we're communicating. They want to know our intent. What is our motivation? Do we believe what we're saying? Do we have your best interests in mind? Right the degree that we can communicate our intent to other people means that we're on emotion. You've probably heard some version of the phrase sales as the transfer of emotion. That's what we're talking about here. It's okay to get some of the words wrong, but it's not okay to get the emotions wrong, to have some discrepancy between what we're saying and how we're saying it. For you, parents here or managers that that are with us, you've probably said something to a child or to a someone that's reports to you, some version of since it's interesting how much management can be like parenting, we've probably said some version of no, no, it's not what you said, it's how you set it. That's why we're having this conversation. That's what's going on here. And so when we're not reaching out to people in emotionally rich and human centered ways, then they'd can't judge our emotion in the problem is if someone can't judge our intent, they fill in the blanks, because judging intent has a strong evolutionary benefit. It's key to our survival. If someone super competent, super genius, but they're acting with their own interests in mind, not our own, and we can't judge that, we don't know that, that we put ourselves at risk and you know, perhaps millennia ago that would have been a fatal risk to take. And so our brain does this for us automatically and when we don't have the emotional data we need, when we can't judge someone's intent. The problem for us as sellers is that the buyers mind fills in the gaps and unfortunately for us, it doesn't fill it in with our favor it does it to protect them. So if we don't give them the intent data that they need to make safe choices to move forward, then they're going to fill in the gaps and odds are they are not going to be moving forward. So that's number one, is restoring emotions to some more of the work that we're doing digitally, virtually online. And Lauren Bailey's going to pick up here with a problem and then an opportunity related to what chef hike and said he see. You know, all the technology in the world is great, but it doesn't solve the problem itself. Loyalty comes through emotional connection. Here Lauren's going to talk about the tension between the tech touch and the human touch. So let's hear her first clip. I think we've screwed this up. I think that we have overtooled, we've put on higher expectations for rapid growth, I think we've over specialized and now you've got reps that have leaders who have focused on the science over the art, right and reps who are plugging their wheel in the cog in the wheel of the sales engine not necessarily connecting with customers and building relationships and adding value. We're right. So when we get...

...too focused on the science, we get too focused on the tools, we get too focused on the system, not only is it potentially dehumanizing to other prospects and customers, it's dehumanizing to our own team members again, thinking about putting words in other people's mouths that they don't necessarily understand or even believe. How are they equipped to be on emotion in that scenario? And so we need to be clear about what we're doing in the call here. Again, is just about restoring a balance. It's not about ignoring the science, it's about balancing the art with the science. And so, to that end, let's hear Lauren Bailey's positive look to the future. The truth as we're in this wonderful opportunity right now and the sales industry in America and that just being twenty percent more human it's a massive differentiator. Right. So going a little bit in this direction takes us a long way toward creating a highly differentiated experience that people can feel, that leaves some emotional resonance, that is meaningful to them, that drives memory and motivation. So we need to find ways to balance the tech touch and the human touch in one way to do that is to focus on the actual outcomes. Again, as we're designing systems and processes for our teams to execute in order for us to reach viability, our definition of business success, we can we can easily confuse the activity goal as the goal in and of itself and lose sight of what we actually want, which are the outcomes. So here's a medium sized take from Mario Martinez Junior on the danger in the opportunity here. Mation, unfortunately, has created a situation where sellers believe that the right course of action is to spray and pray, because sales leaders are managing to an activity based performance KPI. Now, it might make sense in some positions, but generally speaking, generally speaking, what makes the most sense is the outcome and we're managing to revenue or, in our case, the number of sales conversations that you're having. Right, I don't care how many code, calls, emails, video messages, connection requests. You did? I can't. I don't want to track that. What I want to track is the outcome. The outcome is is how many sales conversations did it create? Meetings? Both meetings. That's what I care about. And so, with that in mind, because sellers are being managed by activity performance, Kpis as opposed to the outcome, they are now trying to do more with less. They're using those sales cadence tools to produce crap, and it's crap in, it's crap out. Automation in is automation out, and you easily see that because it doesn't have the authentic component. It's that authentic component in Mario talks a lot about the balance of art and science as well. He says sales is fifty one percent science, forty nine percent arc. You might flip that or you might even go sixty forty, but the fact of the matter is we need to find ways to restore some of those authentic components and stop worrying as much about the activities and focus more on the outcomes. And Morgan J Ingram here is going to talk about one of the consequences of going too far in that direction of really focusing on a high volume of activity and losing site, potentially the outcome, which is driven, by the way, by how people feel on the other side of this message or experience. So here's Morgan add a little bit of humor or I add some contexts on something that I found on a website. Are linked in and not just hey, I'm just going to send on a thousand emails. You might get a reply, but think about all the nine hundred and ninety nine people that are like this is the same crop I get every single day and I don't want to talk to you right. So we need to be honest about that. This is why a human centered approach is to tast path to tomorrow's...

...revenue. We are burning opportunities in the future for short term gain if we are playing this volume game exclusively. Again, there's a balance to be found, there's a restoration to be made in balancing these things out for the benefit of our team and for the benefit of our prospects, but ultimately for the benefit of our relationships, reputation and revenue in the future. So we need to be honest with ourselves about failure rates and counter impacts? What about those nine hundred ninety nine people in Morgan's example? Let's be generous to ourselves. What about the eight hundred? If we reach out to a thousand people, what's happening in the eight hundred that we don't hear back from? How many of them are unsubscribing or blocking us? How many of them are unreachable in the future? How many of them? If you're spending time on Linkedin, you've seen this post, because I know I have. If they're really kind, they'll blur out our reps name and blur out our repspace and they'll put this up and say, you know, I just accepted a connection request to look at this six paragraph pitch I got straight away. It's something we would never do if we met someone in person. So part of this process is being honest about the failure rates and counter impacts. Instead of just high fiving over the ITERATIVE growth in our conversion rate, we need to look at the, you know, ninety seven percent failure rate on the other side of a three percent success rate, because this is an indication of how desirable these messages and her experiences are. And if you just, you know, put up a wall straight away and say, you know, that's nonsense. You know we got our three percent and that's what we need this week, this month, this quarter, this year. You have to be start being honest with yourself at some point that you're inhibiting your potential a week, a month, a quarter or a year from now, because we're losing people very actively. And so final slide here valuing the immeasurable. I'll give a little bit more definition to a measurable, but first we'll hear from Julie Hanson on what is actually happening when we're trying to connect and and communicate and sell. Very basic you're delivering information and you're answering questions, right, and if that were enough, it wouldn't matter how you did it. Yeah, but it does matter, right, it does matter, because people aren't just listening to the words, they're listening to the authority that you have, the credibility, the reassurance this there's a human person in front of me that seems to be really authentically believes what they're saying and and I feel like I can trust them. Right, we all know that trust is the currency of the economy. It's the grease in the glue. It makes things go faster. Hence it's the grease and it makes good people and good situations and good relationship stick. It's also the glue. And so what she's saying there, to some degree, is it's more important to be on emotion than on message, that if it was simply communicating information and answering questions, that that a BOT could do it. And yet we see in a book like the feeling economy, which calls for a shift from the thinking economy that we're in now, as ai takes over more thinking roles. We're moving into a feeling economy and sales rolls or the third most important feeling industry, feeling economy job, and it's because of this ability to connect and communicate in deeper ways, in in immeasurable ways. Here's Adam contos with a quick take on a measurables but he puts it around this concept of a handshake deal. And know he's not advocating for throwing out contracts. He's just making a point here by describing something that's been a little bit back and forth. A handshake deal men more to society and more to human nature than you can possibly imagine. Every was like, don't ever do a handshake deal. It's not safe. No, if you can't do a handshake deal, it's not safe. Yeah, so, I mean that's that's kind of a guiding principle of you know, if you try to do good things for each other, then good things will happen in your business. Right. So the handshake deal. Again, we don't not do contracts, but if...

...you couldn't do a handshake deal, why not? There are missing elements, there are immeasurable components to the dynamic, to the relationship that make us feel like it's unsafe. And so much of that is not having the intent data that we need to make a safe judgment about how and when and why to proceed. So again that's restore emotions, manage the human touch, focus on outcomes, not on activities. Value the immeasurable. Those are just four of ten things featured in chapter fourteen. Then in fifteen we get into tips and tactics, very practical things that aren't quite as strategic or philosophical. But I want to plus up here valuing the immeasurable. This is how John Bogel, the founder, the former CEO and chairman of Vanguard, which transformed in a number of ways the financial industry. He describes immeasurables as things like human character, ethical values and the heart and soul that play a profound role in all economic activity. Again, it may sound soft, but we all know that it's intuitively true. Economic activity does not happen where some of these immeasurable things are checked right with. These things need to be present, we need to feel them, we need to know them intuitively, if not consciously, and where they're absent it's very difficult for economic activity to proceed, and so we just need to make sure that we don't lose sight of that. So I'm running short on time, I will very quickly say this is the bowtie funnel. We learned it from Jacko Vander Koi, who's featured in chapter three. It is a much better funnel that starts, obviously, with prospecting, awareness, education, selection in the commitment where's the traditional Aida Sales and marketing funnel ends? We need to start all of this with the end in mind. We need to start with that. It's a little bit great out there. We need to start with this growth loop in mind. We want customers for the long term. So often the first transaction isn't even profitable for us. Our businesses are designed for recurring revenue. This means we need to design everything with recurring customer impact in mind, with that positive growth loop in mind from the beginning, and it starts with every single message and experience we create. We don't have time to go into video messaging in particular here because we're about at time and I want to get to q a a. But you have opportunities to use video in addition to or in place of what would otherwise be faceless, typed out text that's visually and emotionally impoverished, that doesn't give humans the information that they need in whole to make safe and confident choices. And so much of the video messaging conversation has been in video prospecting, and the two of almost become synonymous. That is a myopic view. If we approach this opportunity to be more personal and be more human in our daily digital communication, we see the opportunity across the entire customer life cycle and across all the seats in our revenue teams or our customer teams. It is foolish not to recognize that. In addition, this is also an employee life cycle. We need to recruit on prospect potential new hires. We need to make them aware that there is a business around this idea. We need to educate them about how we do it around here. What is the culture? What is the vision? What are the values? How is the organization structured? Why would you participate? We need to get into the selection phase and affect the other decisionmakers, perhaps in their lives and helping them make a confident decision. We need to get them to commit. We need to on board them successfully. We need to create impact for our employees. They need to be getting out of this experience what they were promised on the left side of the funnel and what they were expecting. Likewise, it is our responsibility to make sure that they step into delivering the impact that we expected of them. Ultimately, we want growth, learning, development promotions. We want them taking on more responsibility...

...and to be in this positive growth loop for years to come, and so you can use video throughout your employee communication as well in a number of levels. My name is Ethan, but I would love to share more with you about any or all of these topics. Here's the call to action for this presentation. If any of it was interesting to you, email me Ethan Etchn at Bombombcom. I'm happy to give you a deeper conversation or presentation for your team on any or all of these ideas or to go deeper into video messaging and video email. I'd be happy to send you a free hardcover or of either or both books. I'd be happy to give you access to all eleven of the in depth interviews that Steve and I did to produce chapters three through thirteen. There you saw some of those people. Those are just short clips of long interviews. We did eighteen to twenty hours of interviews. I did edit those down to about fourteen hours just to kind of keep it to the best stuff, and I would love to share any or all of this with you if you are interested. And so this has been humans that are communication, today's path to tomorrow's revenue. I welcome direct feedback, direct questions. These ideas are important, I think they're valuable. They probably connect to other ideas that you're familiar with and if you want to have a deeper conversation about any of this, please reach out to me. I'd be happy to hear from you. Thanks so much for listening to this episode. As always, I welcome your thoughts, feedback questions. If you want to see this presentation, it's posted. This is episode one hundred and ninety two, and you can find that at Bombombcom podcast. If you want to check out either or both books that I've coauthored with my longtime friend and team member and BOMBOMB chief marketing officer, Steve Passanelli, you can visit Bombombcom book or, of course, you can search human centered communication at Amazon or anywhere else you buy books. Thanks again for listening. The digital, virtual and online spaces where we work every day are noisier and more polluted than ever, and the problem is only getting worse. At risk or relationships and Revenue Joint BOMBOMBS, Steve Passanelli and Ethan but along with eleven other experts in sales, marketing, customer experience, emotional intelligence, leadership and other disciplines to learn a new way to break through the noise and pollution. Human Centered Communication, a new book out now on Fast Company press. Learn more by visiting Bombombcom book or search human centered communication wherever you buy books. Thanks for listening to the customer experience podcast. Remember the single most important thing you can do today is to create and deliver a better experience for your customers. Continue Learning the latest strategies and tactics by subscribing right now in your favorite podcast player, or visit Bombombcom podcasts.

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