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233: Your CX Questions Answered · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

• 0:00
  Okay, John, this next question comes to us from Sarah in White Plains.
• 0:05
  And Sarah asks, we know that our customer service could be better, but training is hard because our team is really busy.
• 0:11
  What's the first step for someone like us that knows we need to improve but feel overwhelmed?
• 0:16
  That's such a broad question.
• 0:18
  Again, it sounds simple, but get everyone pointing in the same direction.
• 0:22
  Have a book club, have them read a chapter a month.
• 0:25
  How does it apply?
• 0:26
  Start a small CX committee that represents from each department extension of the leadership.
• 0:33
  You can't use busy as an excuse because you got to...
• 0:37
  evolve and train them.
• 0:39
  And just, you you just got to keep the client experience.
• 0:44
  I mean, it's so much.
• 0:46
  There's just so many directions, right?
• 0:48
  You want to start with that customer experience action statement and pillars, which we call transforming.
• 0:54
  What do we call the first commandment?
• 0:58
  Revolutionizing, transforming your experience.
• 1:01
  I forget what it's called, but that's igniting.
• 1:04
  Igniting what?
• 1:05
  You're igniting the revolution.
• 1:07
  Would it be that?
• 1:09
  Yeah, because it sounds warm and fuzzy to so many leaders, but you have to, all world-class customer experience companies have that customer experience action statement
• 1:21
  that is going to be your North Star, something actionable, something that everyone can do, that you talk about on a daily basis.
• 1:30
  You celebrate when someone
• 1:31
  executes it.
• 1:33
  And the three pillars, that's transformational.
• 1:35
  That is getting everyone aligned.
• 1:37
  drawing a line in the sand that you're going to be known for this.
• 1:40
  You know, the next thing you have to do is create your signature experience, the journey mapping.
• 1:47
  What do you want to happen at every touch point?
• 1:49
  What do you want to avoid?
• 1:50
  that your industry and you have probably been guilty of, you know, when someone calls in, when someone walks in, whatever your business model is.
• 1:58
  What should happen every time?
• 1:59
  And a lot of times that's operational processes.
• 2:03
  Your signature experience comes from the experiential that you want to add to those processes every time.
• 2:09
  And then what are the above and beyond opportunities?
• 2:11
  And that's why great brands have a signature experience that you recognize.
• 2:17
  You recognize when their competitors are doing it.
• 2:19
  But that's what really removes the employee roulette and gets everyone on the same page when you define what your signature experience is at every touch point.
• 2:28
  This next one comes from Sammy in Wichita.
• 2:32
  Well, we have a lot of call centers we deal with out in Wichita.
• 2:35
  John, how do you balance investing in customer experience with pressure on budgets and margins?
• 2:42
  So one of the quotes I've used forever is the leaders that don't invest in customer experience don't understand the return on investment or return on experience.
• 2:54
  so whether you're a consultant or the project leader, chief experience officer, you need to find the KPIs.
• 3:04
  the return on ROX return on experience and what that's going to do.
• 3:09
  So, you know, the one I like to talk about is earned growth.
• 3:12
  NPS, you know, I think is broken.
• 3:15
  I think surveys are broken.
• 3:17
  I think we all have survey fatigue.
• 3:19
  But when you track earned growth, earned sales growth, and earned sales growth comes from
• 3:26
  Repeat customers and referrals.
• 3:28
  You that's, that's, you if you, you, you take that from 20 % to 30%, you know, whatever your benchmark is, the rest is bought sales advertising.
• 3:37
  So that's tangible.
• 3:38
  When you start moving that north, your earned sales growth, and every business can track it as long as you're a business that tracks where your customers come from.
• 3:49
  You know, if you're religious about, you know, have a CRM system and when you enter clients, new clients in, you track where they came from.
• 3:58
  You know, your Google ads, saw your billboards or a friend of mine told me I had to use you, right?
• 4:06
  Now you can track your earned growth, sales growth.
• 4:09
  So that's the best KPI, but there's others.
• 4:12
  There's others that you can track.
• 4:14
  but you have to find it what 1 % means in top and bottom line.
• 4:23
  And you can do that.
• 4:25
  So we've talked about this before.
• 4:27
  Sales growth isn't an indicator of experience only.
• 4:30
  There's so many other things that sales growth by itself, but retention, referrals,
• 4:37
  That's huge.
• 4:38
  mean, that you can track to a dollar amount, especially if you're talking about if you spend 3 % of your revenue on advertising.
• 4:47
  That's a hard dollar.
• 4:49
  Now, what if we can get that to 2.5 % because our referrals and retention is going up so much, right?
• 4:56
  I mean, that's tangible numbers that you can demonstrate.
• 5:01
  This is good.
• 5:02
  um Earned growth.
• 5:03
  That's something we said we were going to have a future podcast episode on.
• 5:07
  So listeners, you can look forward to that.
• 5:09
  Also listeners, if you've ever listened to this podcast and thought, I wish my entire leadership was hearing this, learning this stuff, not just me, then you need to know about
• 5:20
  this.
• 5:20
  It's called the Experience Revolution membership.
• 5:23
  This membership is
• 5:25
  our leadership platform basically, and it's designed to help companies operationalize and systemize the ideas that we talk about every week.
• 5:32
  Things like employee engagement, service recovery, leadership development, customer loyalty.
• 5:38
  And as a member, you get four live virtual workshops per year led by John and our VP of Consulting, Dave Murray.
• 5:46
  You also get access to all past replays and workbooks.
• 5:50
  It's real world.
• 5:51
  real world frameworks that help you build a company where world class is the standard.
• 5:56
  Designed for busy leaders who want results, not just theory.
• 6:00
  You can learn more about it in our show notes or join today at thedjuliusgroup.com forward slash membership.
• 6:07
  All right, let's get back to the listener questions.
• 6:12
  December 1st would be onboarding.
• 6:16
  I hope this, I don't know if this will come out in time, because we have the holiday.
• 6:20
  Okay.
• 6:21
  It'll be out before then.
• 6:22
  Yeah.
• 6:22
  want to be on that.
• 6:23
  That's a good one.
• 6:24
  You know, how to onboard employees first 90 days.
• 6:28
  Because I believe most companies onboarding orientation is really a class on how not to get fired.
• 6:36
  And it should be so, so different.
• 6:37
  It should be such a thrilling moment in an employee's professional career, maybe in their personal career.
• 6:45
  Our personal life.
• 6:47
  Yeah.
• 6:47
  All right, John, this next one is from Lee in Tampa.
• 6:51
  Lee says, our employees are good people.
• 6:54
  They work long hours and I can see that sometimes they get burnt out or disengaged.
• 6:58
  How do you re-energize them around your mission?
• 7:01
  So depending on your business, I think everyone could be guilty of empathy fatigue and some industries are more so.
• 7:10
  Empathy fatigue definitely happens in businesses that are dealing with clients that have a lot of stress in their lives.
• 7:21
  So think oncology, right?
• 7:23
  anything medical, insurance claims, injury attorneys, even car repair, right?
• 7:30
  Those are all grudge buys that no one really wants to be dealing with.
• 7:35
  Pleasure buys are, you know, going to Starbucks maybe for some, going to the spa, going, you know, for your, you know, hike or a weekend getaway, you know, at the beach in Tampa.
• 7:47
  Those are pleasure buys.
• 7:49
  So now it depends.
• 7:50
  So if you're a grudge buy and you think about oncology, if I find out or when I find out someone has cancer, knock on wood, that's maybe once a year.
• 8:02
  like I get sick to my stomach, I feel so bad and hopefully I'm there for whoever's ever telling me that.
• 8:08
  But if you work in an oncology department, you're finding that out.
• 8:13
  half a dozen times a day, and everyone you're dealing with has cancer.
• 8:17
  And then there could be relative empathy where yours isn't as bad as the person I'm dealing with.
• 8:24
  They're at stage five, they're in hospice and you have stage one.
• 8:28
  And is there a stage one?
• 8:30
  I assume there's a stage one.
• 8:31
  And it doesn't matter, right?
• 8:34
  The person with stage one is
• 8:35
  you know, she has cancer, you know, so you have that.
• 8:40
  And so it's just constantly helping your employees see the what their impact can have.
• 8:48
  Being there in the moment, just being a friendly face, being patient, slowing down, not rushing.
• 8:55
  And again, every business has empathy, fatigue, even even salons and spas, which are a pleasure.
• 9:01
  But you get empathy fatigue because you're just dealing with dozens of people every day and it just gets old after a while.
• 9:09
  So you got to constantly be celebrating and reinforcing the impact that your employees are having and that they could be having from maybe just giving that person a five minute
• 9:21
  escape to changing the course of their day.
• 9:24
  They were having a crappy day and you put a bounce on their step.
• 9:28
  um And then celebrating those, anytime you get those stories back really fuels the employees you're celebrating to continue to do that type of behavior.
• 9:40
  And Denise, you've done this.
• 9:41
  You've led it.
• 9:42
  And you've been a service provider.
• 9:44
  So if you have any tips that worked for you or didn't work for you, chime in.
• 9:49
  I think sometimes your perspective is better than mine.
• 9:52
  Yeah, you know, I always think recognizing people makes a difference too.
• 9:57
  People work hard and letting them know that you see that, acknowledging what they have going on.
• 10:02
  Yeah.
• 10:02
  Little things.
• 10:03
  You always had us, Create caught you doing something, write cards.
• 10:07
  I don't think people mind working hard, working extra, doing more when they know it's appreciated.
• 10:14
  things like that.
• 10:15
  Our next one, John, comes from
• 10:17
  sorry with that, something I had to, I'll tell leaders out there because it was something that I'm guilty of, still guilty of, is I am so appreciative of my family, of all our
• 10:30
  employees in my head.
• 10:32
  you know, and sometimes I think that's, you know, I forget that that's not enough, right?
• 10:37
  That it, you know, you know, man, while I talk about, you know, other people or whoever, you know, people bring up and I'm like, my God, I'm so like, won the lottery when she came
• 10:46
  to work here.
• 10:47
  Like, you know, I say those things, but I find that I don't say it enough to them.
• 10:51
  And then when they, you know, say, I don't feel appreciated, I'll be like, what do you mean?
• 10:55
  Like,
• 10:56
  Do have any idea of all the things, how highly I think of you?
• 10:59
  know, know, having, appreciating someone or having gratitude, but not expressing it is like wrapping a gift for someone, but never giving it to them.
• 11:08
  And then being disappointed that they weren't grateful for the gift you never gave them.
• 11:13
  And this is really on me.
• 11:14
  And I'm so guilty of that, you know?
• 11:17
  You're not the only one.
• 11:19
  I I think there are a lot of leaders that go through and feel the same way.
• 11:24
  Sure.
• 11:25
  Yeah.
• 11:26
  it adds in so many.
• 11:27
  And so my theme to that is think it, say it.
• 11:31
  If I think something, I gotta tell someone.
• 11:34
  So if I'm telling someone that, you you say, I know Sharon that works for you.
• 11:40
  I go to her and this is what I said.
• 11:44
  Oh my God, Sharon choosing to come work for us 27 years ago is.
• 11:48
  We won the lottery with her just in every capacity.
• 11:52
  So after saying that, you know, I thought it, I got to say it to her.
• 11:56
  And so I try, that's kind of my motto now is when a positive pops in my mind, even my kids, text it, video, message it, say it to them, whatever.
• 12:07
  Cause I have no problem if I think something negative saying it, that is, you know, that,
• 12:13
  is more natural for me, which I don't know what that says about me.
• 12:16
  wonder if that's just human nature.
• 12:18
  Maybe.
• 12:19
  Yeah.
• 12:21
  else that's not a, what's really funny is my last five or 10 presentations I've done, I've worked in my word of the year, which is WAIT, W-A-I-T.
• 12:36
  And I don't use it that much, but for some reason I used it in the last five or 10 presentations.
• 12:42
  And when I go back around,
• 12:45
  In every presentation, someone said that was their biggest takeaway.
• 12:48
  So WAIT, as you probably know, is my word of 2025.
• 12:52
  I'm really stressing over what my word of 2026 will be, because it's time to come up with it.
• 12:58
  But WAIT stands for Why Am I Talking?
• 13:01
  And I thought this was just a me problem, but so many people said that was like their favorite takeaway.
• 13:09
  And so I guess it's not just a me problem of like,
• 13:12
  I get so excited that when you start sharing, I interrupt you.
• 13:17
  I give you the story, answer, case study to what you're starting to talk about, but I hijacked the conversation that might've not been the point of why we're having this phone
• 13:28
  call.
• 13:29
  And so I have to shut up, wait, and I write it down.
• 13:33
  and then I write down the next thing, I would have interrupted you, I write down the next thing, and then when it's finally, when you're finally done, when you finally emptied your
• 13:40
  bucket and shared why you're calling us and what you're looking for, I realize those first four things are so not, you know, don't need to bring them up.
• 13:49
  But they would have cannibalized, you know, 80 % of our call and gotten you off track and.
• 13:55
  I wouldn't have been able to help you.
• 13:56
  So I think it comes from a good place, because I get excited, I have an answer to that.
• 14:01
  I can help you with that.
• 14:02
  let me tell you that.
• 14:03
  But my shock is that sometimes I think I'm the only one that suffers from that problem.
• 14:09
  And I couldn't believe how many people loved the weight acronym.
• 14:13
  Okay, our next question is from Emma in Lawrenceville.
• 14:19
  Emma asks, how do you train employees to deliver consistent experiences without making them sound script?
• 14:26
  Yeah, I think you do have the right words, wrong tone.
• 14:32
  The Ritz-Carlton and Chick-fil-A will tell you they made a mistake 25, 30 years ago when they only gave their employees one option instead of no problem, my pleasure.
• 14:44
  But the 30th time this morning that you had to say my pleasure didn't sound like it your pleasure, right?
• 14:51
  And giving them
• 14:52
  Kind of guidelines and instead of just my pleasure, could be certainly, I'd be happy to, my pleasure, you're welcome.
• 14:59
  There's more than a half a dozen suitable responses like my pleasure that is better than no problem.
• 15:07
  So I think it's teaching them, giving them some bandwidth to incorporate in their personality.
• 15:14
  But teach them the never's and why they're a never, why it's unprofessional.
• 15:19
  We just had this come up in a workshop that no one ever realized.
• 15:23
  So oversharing.
• 15:25
  So telling someone, the example came up that you want to get an appointment with a hairdresser.
• 15:32
  that you've never been to, but someone recommended you to her.
• 15:35
  And so you call up and say, does, you know, Alyssa have any openings next week for a haircut?
• 15:42
  And the call center person says, she's wide open, take your pick.
• 15:46
  Now Alyssa sounds like she's has no customers and you don't want to, you know, maybe go with her.
• 15:52
  When we talked about that, the person in the call center said, I never realized that was oversharing, right?
• 15:58
  Or saying, hold on, these computers are so slow.
• 16:02
  So just giving context and demonstrating why this is unprofessional, why this is oversharing helps, and then giving them some guardrails on what's a more professional
• 16:14
  approach.
• 16:15
  um Our next question comes from Joshua in Tulsa.
• 16:20
  And Joshua wants to know, what's the role of middle management in driving a customer and employee experience?
• 16:27
  So middle management can be a little vague depending on how big your company is.
• 16:31
  But if you want to get out of middle management someday, it has to be your obsession.
• 16:36
  And middle management is hard, right?
• 16:38
  Because you are in the middle and you could only go so far with what the executive senior leaders will give you.
• 16:46
  all I know is if you champion it, you got to
• 16:48
  push, if you truly believe in it, you got to push senior leadership.
• 16:53
  And it kind of goes back to the earlier question of demonstrating what are the KPIs to a better experience.
• 17:01
  So if you could demonstrate, I think if we do this and this, train them, you know, create this, do this, it will increase right now our retention rates are at, you know, 50%.
• 17:13
  Well, what if we can get them to 60 %?
• 17:16
  What's the average?
• 17:17
  How many customers would stay with us?
• 17:20
  Come in one more time, whatever that is.
• 17:22
  What's the average customer spend a year?
• 17:24
  Now you're getting through dollar amount.
• 17:26
  So the middle management, sadly, you know, might have to sell, you know, senior leadership on it.
• 17:32
  But if nothing else, you should just be creating noise.
• 17:37
  Like what's going on at that location or in that department?
• 17:41
  What are they doing?
• 17:42
  Why are they getting so many five-star Yelp reviews?
• 17:45
  Why are they an anomaly in our business?
• 17:50
  And the common denominator should be you, the leader, that wherever you go, the experience follows.
• 17:57
  And so with that, also with any leader, my favorite quote for this is to a leader is go show the
• 18:04
  the proper way and when necessary use words.
• 18:06
  So model the behavior instead of pointing and say, have it you, why have it you, provide that experience to anyone you come in contact with, team members, vendors, and customers
• 18:18
  and clients.
• 18:19
  Never disparage a client even behind, when they leave and I've seen that too much where people...
• 18:27
  managers disparage clients, well, that just makes employees disparage clients and feel like they're all out to get you or take advantage of you.
• 18:36
  I think when a leader models the behavior, people will follow.
• 18:41
  I think that's good advice.
• 18:42
  Modeling, coaching.
• 18:43
  Our next one comes from Christian in Mount Vernon.
• 18:49
  And Christian's question is, if I commit to improving CX, customer experience, how quickly can we realistically expect to see results?
• 19:00
  Well, again, it all comes out of what you mean by committing.
• 19:04
  Too many people think committing is having a phrase.
• 19:08
  We're customer centric.
• 19:11
  world-class customer experience remove personal interpretations.
• 19:14
  What does that mean?
• 19:16
  And then you base everything on hiring, retaining, training on that.
• 19:21
  so again,
• 19:23
  You know, it just has to be in every action you make, every decision you make, truly putting, you know, your business, you know, the customer at the center of the business.
• 19:33
  mean, people say that, but are they really?
• 19:36
  Seeing it from the customer's eyes, the whole journey mapping, signature experience is from the customer's vantage.
• 19:43
  But not what's easiest for us.
• 19:45
  you know, get their credit card when they call them, then get their credit card when they check in and then get their credit card when they check out.
• 19:51
  You know, why are we making them, you know, give their account number every time?
• 19:55
  Because it's easier for us.
• 19:56
  Well, it's not easier for them.
• 19:58
  And like truly looking at every decision you make that what's in the best interest of the customer is so much bigger than what it sounds like.
• 20:08
  you know, you know, so to answer your question, you could see it.
• 20:12
  That's why we start with igniting the, what is it Denise?
• 20:18
  Our first commandment.
• 20:19
  God, I'm struggling with this.
• 20:22
  Igniting the CX revolution is our first commandment of our 10 commandments.
• 20:26
  And the only reason why I'm struggling with this is because we renamed it.
• 20:28
  It used to be called the customer experience action statement, but there's so much more.
• 20:32
  You create your customer experience action statement.
• 20:34
  You create your day in the life of a customer.
• 20:36
  You create your three pillars on how.
• 20:39
  And then you create your never's and always your customer bill of rights.
• 20:42
  And those are simple things that are the easiest to roll out and start seeing traction.
• 20:50
  And that really starts transforming your culture.
• 20:53
  So, you you can do that on your own.
• 20:55
  don't necessarily need a consultant to do that.
• 20:58
  you, you know, and, you know, follow the book, you know, come to the academy, the online academy, it spells it out how you can do it yourself.
• 21:06
  but that is transformational if you're committed to it.
• 21:10
  If it's not a oh once a year training deodorant application and it's something you're going to talk about every week and celebrate and coach and hold accountable, you're going
• 21:21
  to see a difference in the first month.
• 21:25
  Not necessarily numbers, but a different attitude of your employees.
• 21:30
  The numbers will take a little longer because if I'm delighted today,
• 21:35
  Doesn't mean I'm necessarily going to spend more, but I'm going to come back sooner and tell people about you.
• 21:40
  And then once that starts going, that's a machine that is going to outperform any marketing campaign you could ever have.
• 21:47
  So digging into that a little bit further with how soon can you see results, how quickly have you seen consulting clients get results, like just from that, from starting with
• 22:00
  igniting the revolution, say doing the never's and always and rolling those out.
• 22:05
  quickly say it again.
• 22:07
  Did they, can you see results in your business?
• 22:09
  Like, you see a difference happening.
• 22:12
  numbers, is that what you're saying?
• 22:14
  Well, let's start even without tangible numbers that you notice something going on.
• 22:19
  Yeah, I mean, as soon as you can, you you know, get people together, roll out that day in the life of a customer video is so powerful.
• 22:28
  Like that hands down, every time I show it in a presentation, which is every time that is the number one thing that people, you know, talk about, come up to me and say how moving
• 22:41
  is.
• 22:42
  And so when they do that for their own business, that's the why.
• 22:45
  you know, when you see what your clients are dealing with personally and professionally, and you want to be more present and you understand that the level of your expertise, the
• 22:57
  impact it could make on your day with your customer, with your business or whatever it is that we're doing.
• 23:04
  those things are immediate.
• 23:05
  Now you gotta create it, you gotta create the action statement, you gotta create the day in the life.
• 23:10
  That's the...
• 23:11
  the thing that'll take a couple months doing it.
• 23:14
  But once you start rolling that out, and again, you don't show it.
• 23:18
  We show the day in the life of our customer to the salons every time we get them together.
• 23:26
  But every time, and so that might mean they see it six times a year, maybe.
• 23:31
  Every orientation.
• 23:32
  It's so funny when you show it to some people you know they've been here for five, 10, 15 years, you're like, they're be so bored.
• 23:39
  They're the ones that are most moved by it.
• 23:41
  And they've seen it, know, two dozen times.
• 23:44
  So that, again, that really goes back to why that's commandment number one, igniting the, what is it?
• 23:51
  Customer service revolution?
• 23:53
  Okay, good.
• 23:54
  I should know that.
• 23:54
  You know, that.
• 23:56
  that really does that.
• 23:57
  That's drawing a line in the sand and all of there's different.
• 24:01
  The negative to it is there's some people that don't want to, you know, maybe working there that you're, you're changing.
• 24:08
  You're changing the playbook on them and now they're expected to do something that they never had to do.
• 24:14
  They were really smart technicians and now you're asking them to, you know, also care about the person they're dealing with.
• 24:21
  And that's not for everyone.
• 24:23
  So I think it's a good thing in the end, but there will be some pushback.
• 24:28
  Just working at Carter Mario last week, law firm, they lost employees because they're like, when they went down this road, because they are lawyers and they're brilliant and
• 24:39
  they don't want to remember how you take your coffee.
• 24:43
  They don't want to keep track that you have dogs and what's the dog's name.
• 24:47
  But people can find a really smart lawyer at a lot of places.
• 24:51
  Good point.
• 24:52
  We have time for one more.
• 24:53
  All right, this one comes from...
• 24:56
  Christian.
• 24:57
  No, sorry, that's one we just did.
• 24:58
  Nick in Albany.
• 25:00
  New York?
• 25:01
  Yes, Albany, New York.
• 25:03
  be confused with Albania.
• 25:04
  Where's Albania?
• 25:05
  Albania would be along the Adriatic near Croatia.
• 25:11
  Yeah, I couldn't.
• 25:12
  If you gave me even a map of the US, I don't think I could fill out more than half.
• 25:17
  Like I'm so bad.
• 25:18
  Yeah, I only know because what's around us, I could probably figure that out.
• 25:22
  And I think I know some of the coasts, but no way.
• 25:25
  There's no way I could fill out.
• 25:27
  If you give me the world, less than 10%.
• 25:30
  I couldn't tell you where anything is.
• 25:33
  I'm not, I'm not flying the plane.
• 25:36
  you're not booking the travel either.
• 25:38
  All right.
• 25:40
  So Nick's question is, if you could give CEOs one piece of how to
• 25:44
  If you could give CEOs one piece of advice to future proof their company's customer experience, what would it be?
• 25:51
  Well, I like that question.
• 25:53
  And it's keep the human element in it, because now everyone is rushing for AI and automation.
• 26:02
  And I love it.
• 26:03
  And I'm trying to do it in all my businesses too.
• 26:06
  But it can't come at the expense or total replacement of the human interaction.
• 26:12
  And so now when someone gets to a human being on your team,
• 26:17
  it's more critical than ever that they are empathetic, that they are knowledgeable, that they are in the certainty business and provide them with what they need and anticipate
• 26:29
  what they need and they're present and they understand their expertise and all those things.
• 26:35
  so I think doubling down on the experience, I think a lot of people are...
• 26:41
  what they think their customer experience is, is just AI right now.
• 26:47
  I think bringing in key elements of training of what we call service aptitude skills, AKA people skills, empathy, curiosity, listening, problem solving, enthusiasm.
• 27:00
  genuine like others, although there's nine, four of them can't be taught.
• 27:05
  You have to have an interview process to make sure the people you're hiring have, for instance, genuinely like others.
• 27:12
  I don't think there's classes that can teach you how, it could teach you how to appear to like others, but genuinely liking others, if you don't want to, you know, if you don't
• 27:22
  like people.
• 27:23
  I don't think you can move the needle.
• 27:26
  But if you ask someone in an interview, Denise, do you like people?
• 27:29
  Of course, she's going to say yes.
• 27:31
  So there's some ways to find out if that's true in the interview process.
• 27:36
  Five of the nine can be taught empathy.
• 27:40
  A lot of people think when I ask them to guess which ones, they all say empathy can't be taught.
• 27:46
  I think it totally can.
• 27:47
  I mean, had no empathy for anyone.
• 27:49
  life experiences teach taught me empathy.
• 27:52
  When I was 25 and younger, if you had a problem, it you.
• 27:59
  Quit being a victim.
• 28:00
  In my head, I didn't understand that things happen.
• 28:04
  And I heard Scott Galloway say this on a podcast recently, his podcast, Pivot.
• 28:10
  You have to be a victim at something to
• 28:13
  appreciate others going through.
• 28:16
  He was talking about being a victim of crime and that he, in his 60 years, has never been a victim of crime, and nor have I, where I've never been assaulted, never been robbed,
• 28:27
  never been anything.
• 28:28
  So I have no fear of that.
• 28:31
  So it blows my mind when people do or they feel they need guns or they, whatever they do.
• 28:38
  If first I'm judgmental and then I'm like, well, wait a minute, I've never had anything bad happen to me like that.
• 28:45
  I live in a gated community.
• 28:46
  I don't think I have the same perspective as those people.
• 28:51
  what was I answering?
• 28:52
  Hahaha!
• 28:53
  Future proof your CX
• 28:54
  if you hire people with empathy, curiosity, listening, problem solving, great, you're just ahead.
• 29:01
  It's frosty on the cake, but you still have to put them through the training and have it constantly being reinforced.
• 29:08
  I think that's the biggest threat to our customer experience is that the new generation of employees don't come with the inherent people skills that maybe the previous generations
• 29:19
  had.
• 29:20
  And our final question, what's our first commandment?
• 29:23
  Igniting a customer experience revolution.
• 29:28
  Yes.
• 29:28
  all the time we have today for the Ask John episode.
• 29:32
  But great conversation.
• 29:33
  Thank you, John.
• 29:34
  And thank you, listeners, for your questions.
• 29:36
  Keep them coming.
• 29:37
  We'd love to hear what you're facing and how we can help.
• 29:40
  If you enjoyed this episode, please take a second to subscribe, share it with a colleague, or leave us a review.
• 29:46
  It helps more people discover the Customer Service Revolution podcast.
• 29:50
  And if you want to go deeper,
• 29:51
  Bring these conversations into your organization and build a world-class experience for your customers and employees.
• 29:58
  Check out the Experience Revolution membership.
• 30:01
  Again, go to thedejoliousgroup.com forward slash membership.
• 30:05
  And remember, the revolution isn't coming.
• 30:08
  It's already here.
• 30:09
  Until next time, keep changing the world by creating a world-class experience.
• 30:13
  Thanks, John.
• 30:14
  Thank you.
• 30:15
  Okay.