Latest / Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders / 269: Encore Episode - Creating Alignment with A Customer Experience Action Statement

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269: Encore Episode - Creating Alignment with A Customer Experience Action Statement · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

• 0:00
  Customer service done right can be your company's single biggest competitive
• 0:04
  advantage. Welcome to the Customer Service Revolution.
• 0:08
  Join Customer Service Authority and best-selling author John DiJulius
• 0:13
  as he interviews leaders who are revolutionizing their industries.
• 0:16
  This is more than a podcast, though.
• 0:18
  It's a movement. The Customer Service Revolution is a radical overthrow
• 0:22
  of conventional business mentality designed to transform what customers
• 0:27
  and employees experience. If you're a revolutionary customer service leader who's
• 0:32
  ready to stop competing on price and obsessed with building a brand that people
• 0:36
  cannot live without, this podcast is for you.
• 3:22
  Hey revolutionaries, welcome back to the Customer Service Revolution Podcast with
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  John DiJulius How are you, John?
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  Great. How are you, Denise?
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  Fantastic.
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  Fantastic. It's a nice summer day.
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  The sun is shining. Flowers are in bloom.
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  It's a good time to be in Cleveland.
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  Are you in
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  Cleveland. I am. I am for a few more days and I'm out of the country next week.
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  Where you had a
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  I get to. Don't have to. Well,
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  I guess I have to 'cause the you know,
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  contraction I have to, but you know,
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  the whole whole have to versus get to.
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  Montigo Bay, Jamaica. Ooh.
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  What are you doing in Jamaica?
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  Clients, Sandals, coincidentally I don't know if you were if you if
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  you knew that and this is how you led me there,
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  but creating their customer experience action statement and pillar
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  and never's and always and day in the life.
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  For
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  experience action statement. All right,
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  tell a little bit about what that is,
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  why it's important.
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  It's everything. I I it's where we start with it with a client.
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  Like like we start with the day in the life,
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  you know, we do this all together because you you almost need the day in
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  the life of a customer video to understand why you should execute
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  the customer experience action statement.
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  So the customer experience action statement is what each and every employee should
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  intentionally be doing every time they interact with someone else.
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  Obviously they're customer, client,
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  guest.
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  Tenant, patient, whoever, you know,
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  whatever you call your customer,
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  but you should be doing it to each other,
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  the stranger, the UPS man that is making deliveries.
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  It's, it's, you know, and and you you don't want it too big,
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  like changing people's lives, because it has to be capable of happening
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  in the smallest of I'm calling you up just to see what time you you're open today.
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  I know no one probably does it anymore because you find that out on your phone,
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  but whatever the, you know.
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  I ask you where the restroom is if I'm on your property.
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  You want it to to to, you know,
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  suffice the simplest, shortest interaction to the biggest,
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  largest, you know, forty five minutes,
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  three hours. and so it it's about messaging.
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  It's it's drawing a line in the sand.
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  It's my favorite, favorite thing we do.
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  I love all the things we do, but this is this this is a this changes the culture.
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  This is transformational.
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  I think it's the favorite thing our clients l experience.
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  And a lot of times they think it's fluff.
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  We we have isms and, you know,
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  credos or or sayings. This isn't anything like that.
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  Yeah.
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  So a company has a mission statement,
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  they have a purpose statement,
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  they have core values, they have isms.
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  Really, why do you need how is it different?
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  yeah. And I'm I'm I'm the same with like,
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  my God, we have so many.
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  Something else to advertise.
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  Right. Something else that the employees won't remember,
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  right? And and listen, as an entrepreneur who's who started three businesses,
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  I love my mission statements, my purpose statements,
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  our core values. And I could bore you with,
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  you know, the DeJulius group is is is to change the world by creating
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  a customer service revolution.
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  And we have a definition for that.
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  But and if you go up to any of my or a hundred and fifty employees
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  in the three organizations and you ask them what the mission statement is
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  or the the purpose statements are,
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  I guarantee you, unless the person that trains on them,
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  I guarantee you no one can say I'm verbatim.
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  And I'd be annoyed and say, Denise,
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  that was half our mission statement and half one of our core values,
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  right? But I'm okay with that.
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  The only thing my employees better know verbatim is the customer experience action
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  statement or the client experience action statement.
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  And the reason why is any company's mission statement is really who they want
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  to be when they grow up as a company.
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  We want to be the number one financial institution,
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  you know, blah, blah, blah. But what's that mean?
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  Key banks like they want to be the number one best bank I'm butchering
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  it mission statement, you know,
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  in the US. Okay, great. But if you're the teller,
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  what does that mean to you? If you're the loan officer,
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  what does that mean to you? It's not actionable.
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  And it's not supposed to be.
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  Purpose statement. Key banks is we want to help our clients and communities thrive.
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  It's a great purpose statement.
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  New days, USA, they serve veterans,
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  mortgages, loans. Theirs is to ~ help our veterans achieve the American dream.
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  And I'm totally butchering it because they've allowed us to,
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  or what you know, serve, you know,
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  because they've served off. I totally butchered it.
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  But it's awesome, but it's not actionable.
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  So Starbucks, ~
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  originally was to inspire and nurture the human spirit,
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  one person, one cup, one neighborhood at a time.
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  That's great, but that's not measurable.
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  If you come in and I'm the barista and you order,
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  you know, your drink, venti soilatte,
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  and I give it to you within ninety seconds with a smile,
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  right? Which is a great experience,
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  you know, from that standpoint.
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  You know, did I inspire and nurture your human spirit?
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  Probably not. But that's now the difference of the customer experience action
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  statement. When you do that, whatever that is,
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  and let's
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  take the most generic statement,
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  make make customers happy, right?
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  And and that's not a good one,
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  but but that that, you know, that let's say that if I can achieve that
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  and every interaction today that I come in contact with someone,
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  then over the course of time, two hundred positive visits,
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  couple of years, the Starbucks one to inspire and nurture the human spirit,
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  one person, one cup, one air at a time,
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  that that gets achieved. Like I'm a Starbucks,
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  that's a brand I can't live without for twenty years.
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  They've done that for me cumulatively.
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  I don't know they ever did it for me one time,
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  but that's how we achieve the mission and purpose is by consistently,
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  intentionally delivering the customer experience action statement.
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  So, how do you create one? What's the structure of one?
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  So again, replace the word customer with whatever you call them guest,
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  client, patient, experience action statement.
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  The statement itself is what each and every employee has to do.
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  And then there's three pillars that is the how.
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  So again, make customers smile.
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  Make customers happy. You know,
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  that's what you have to do today.
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  Every anyone you come in contact,
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  whether it's an email, phone call,
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  face to face. That's what all right,
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  but it's still that's not enough.
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  Okay, how do I make
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  Customers happy. Well, then you go to the three pillars,
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  which are so important. One of the pillars stands for your expertise.
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  That however I'm dealing with you,
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  you might be the call center, you might be technical support,
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  you might be my account executive,
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  you might be my hairdresser, whatever it is.
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  No one is smarter than you at your position.
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  You're educated, you're professional,
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  you're consistent, you're operationally excellent,
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  blah, blah, blah.
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  But let's go back to the Starbucks experience.
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  If I go in and order my Vente Soilate,
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  now it's it's a Vente Mango Dragon refresher with a water base,
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  not lemonade. Gotta say that. Okay.
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  So let's say I order that and I get it exactly I ordered it 90 seconds from
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  a barista with an attitude, right?
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  That doesn't work. That's gonna that's not gonna make me loyal to Starbucks
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  or pay the prices, make price irrelevant.
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  So that's why the second pillar comes in,
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  which is
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  How we make the customer feel intentionally,
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  right? You know, that they're not next,
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  they're not 201B, my 1030, the vente refresher with a water base.
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  That's the transactional side.
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  However, just doing that, if I get,
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  you know, if I come into you know my local Starbucks here in Aurora
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  and they're like, John, how's your three boys?
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  Where you've been traveling to?
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  Do you you know, vente mango dragon refresher with a water base?
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  Right? Love all that, right? That's that middle pillar how they made me feel.
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  But if every time I take a sip,
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  it's like Russian roulette, they didn't get it right.
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  It's not Mango Dragon, or I know it's not a water base,
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  it's lemonade because it's so sweet.
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  I don't want that. I want both.
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  I want someone that makes me feel like a human being,
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  not next, not a transaction, is present.
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  I feel seen and heard, and I want their their excellence at their job.
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  Right. So whatever that looks.
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  And then the third pillar, so the first two have to happen every time.
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  Be brilliant at the basics, operationally expertise.
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  The second pillar, make me feel like a human being and that you care about
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  me and it's not just a transaction.
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  The third pillar is the above and beyond pillar when opportunity presents itself.
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  You know, in the Starbucks world,
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  it it might be that, you know,
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  a a little girl, you got her hot chocolate and she's she dropped it.
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  So Starbucks above and beyond pillars called owned.
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  And that barista could say, here's another one.
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  Instead of saying, Well, I didn't knock it out of our hand,
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  or if I take a sip and I have that funny face,
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  funnier than normal, and they are encouraged to read that and say,
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  Is that not what you wanted? I'd be happy to make it again,
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  right? That's owning the experience.
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  Or if you have a huge to go order,
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  help you carry it out to your car.
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  The above meal, not everyone needs it.
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  And and we don't emote we don't have the resources to do that to everyone.
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  But when, you know, if you're paying attention.
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  you know, capitalize on that opportunity.
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  Okay, let me make sure I've got this right.
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  You have your overarching customer experience action statement and then it's upheld
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  by three pillars, always three pillars.
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  Yeah. Always three pillars. One company did four and a couple years later they they
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  reduced it to three. There's magic in three.
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  We remember three. Psychologically,
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  scientifically, there's magic in three.
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  The moment you introduce a four fourth to anything,
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  you forget, you know. It's so weird.
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  You can remember three, but the moment you introduce four,
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  now I don't remember, you know,
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  maybe two. And
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  The three pillars are the expertise expertise,
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  human interaction, and above and beyond.
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  The human interaction and above and beyond.
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  And that's not what we call them.
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  Can you give some examples of some different ones?
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  Yeah, so I'm gonna throw it back to you.
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  What's the the Julius Group's customer experience,
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  action statement, and three pillars?
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  What?
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  Pay momento.
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  Seize the moment.
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  Okay. And what's the three pillars?
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  The three pillars. The first one is no more.
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  So be the expert in customer experience.
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  So let's talk about that. Lindsay,
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  who's our superwoman admin, invoicing,
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  you know, account accounting for us,
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  ~ and our client concierge, right?
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  She, we don't expect her to know what you know the consultants know from consulting.
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  But no one better be smarter at Lindsay at getting a client what they need
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  for an upcoming workshop or if they're attending our academy or whatever that is,
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  no one
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  Better know more than her.
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  She knows before they know what
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  Right.
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  I always say if a client reaches out and says,
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  Does John have handouts for this workshop?
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  Or can we get his bio, an introduction,
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  or a headshot, or we're not doing our job,
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  right? She knows because it doesn't change from client to client,
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  keynote to consulting, what they need.
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  And if they're asking, and she's unbelievable.
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  She's the role model of of of living this.
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  But no more, in this case, our first pillar,
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  you know, doesn't mean we all know the same.
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  We can't.
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  What you know, I don't know. What Lindsay knows,
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  I don't know. What me and Dave and the other consultants know,
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  you know, you know, Lindsay probably she probably could by now,
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  but you know, that that's you know,
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  like like the call center at John Roberts Spa,
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  they don't know how to color your hair,
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  but they better know how to educate you on how much time you're gonna need,
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  what it's gonna cost so you can plan your day and who to get you in with
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  the right person. So Carpe Momento,
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  no more is the first one. Our second one?
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  The second one is care more. The last one is last one is give more.
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  Give more Which means what to you?
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  Give more more than they expect.
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  Do more, give more than the client,
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  whoever you're interacting with,
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  more than they expect.
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  Yeah, and we've learned this from our clients.
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  The iteration, no more, care more,
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  give more, is really easy to remember.
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  And one of my favorite ones was working with ~ Superior Glove,
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  which is a manufacturer out of Canada,
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  Go Canada. And their three pillars was know it,
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  show it, own it. And it should be obvious.
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  when you roll it out, you don't make it obvious.
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  I mean, you don't assume it's obvious.
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  But every time we've shown that we did that with them about fifteen years ago,
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  maybe longer.
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  Every client wants to steal those.
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  They're so good.
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  They were again listed as one of Canada's top managed companies,
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  best managed companies
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  Yeah.
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  for over how many s it's over a decade consecutive years.
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  Yeah.
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  Key banks, since we talked about their so their mission to be the best bank
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  in the US, their purpose is we help our clients and communities thrive,
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  but their client experience action statement for the branches and call center
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  is make every moment matter. And the how,
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  I love theirs. Head heart hero.
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  Head heart hero. Head is curious,
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  illuminate, inspire, but basically know your job,
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  whatever you're you're dealing with,
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  you know, financially in that role,
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  the teller, the loan officer.
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  Their middle one to how you make feel is heart,
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  and it's actually an emoji of a heart.
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  Care, connect, trust. That's where you find out they're Ford,
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  family occupation, recreation,
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  and dreams. Slow down. Don't just take their deposit,
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  give them the receipt and move on.
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  And then the third pillar, the above and beyond pillar,
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  is hero. That's the you know, be empowered,
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  relentless wow. Whatever that you know,
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  you need to go out and brush off someone's snow ~ 'cause it's snowing
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  bad and it's an elderly woman.
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  But here's the thing with the you know,
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  so had heart hero, the middle one is the the the emoji of of a heart.
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  And it was when we were doing this and Kevin Sloan on our podcast,
• 17:11
  the VP of ~ commercial banking from Key Bank,
• 17:15
  we talk about this, so sharing any insider information here.
• 17:18
  When they were when we were creating this in the customer experience action
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  statement workshop, they had love as the word and that just they got into
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  a huge debate. We're a bank.
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  You'll lose 50%, you know, traditional bankers and the mindset,
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  old school. I mean, Key Bank just celebrated their 200th anniversary.
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  And then there was another, you know,
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  camp arguing we need to evolve,
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  we need to be an anti-bank, and there's nothing wrong with the word love.
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  And we should love, you know, who we're doing it with,
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  who we're doing it for, who are,
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  you know, all those things. So
• 17:53
  It was funny, they compromise on the emoji,
• 17:57
  the heart emoji, and took out the words love.
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  And then you can kinda infer how you take that,
• 18:03
  the heart. So, you know, they thought they'd lose the left,
• 18:07
  you know, or you know, whatever the the you know,
• 18:09
  the the the side to, you know,
• 18:11
  the the old school traditional banker.
• 18:13
  So I I love it. I had heart hero,
• 18:16
  so it's another easy one to remember.
• 18:18
  That's a good one. I like it. So what's the best way for people
• 18:20
  to get started creating their action statement?
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  Obviously the Dejulius Group does the best job.
• 18:26
  We've only you know, we're probably one of the few companies ever that
• 18:29
  to that does this. and so so work with the D Julius Group.
• 18:32
  Next up is there's ~ a whole chapter dedicated to in
• 18:36
  the customer service revolution.
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  We spend a day on this of the 12 days in the customer experience executive academy
• 18:45
  that people come to. ~ we take twenty-five a year.
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  ~ they come to Cleveland every
• 18:51
  quarter for three days for twelve months and ~ this is one of the days teaching them
• 18:57
  how to go back and facilitate this and how to market it and how to keep
• 19:03
  it top of mind awareness. And if you haven't listened to the Kevin Sloan interview
• 19:10
  with Key Bank, that was the the major point of me interviewing him.
• 19:14
  And and he had been on two, three years ago.
• 19:17
  Because they did such a good job with their client.
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  They they they call it Moments Matter.
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  That's kind of the project. Moments Matter.
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  ~ and they did such a great job with the day in the life.
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  They did a day in the life of a team member,
• 19:29
  they did a day in the life of a client.
• 19:30
  And they did everything. They did all our methodology and they did such
• 19:33
  a great job with it. And that's what he was on two years ago.
• 19:37
  Well, the reason why I wanted him on that he was just on maybe at the end of May,
• 19:41
  maybe it was the beginning of June.
• 19:43
  was because how they've kept this going.
• 19:46
  Very few clients are able to keep the momentum,
• 19:49
  right? And and I always say, you know,
• 19:51
  achieving world class status, well,
• 19:53
  it never happens, but but is not a ribbon cutting ceremony.
• 19:56
  We're we're not done. You know,
• 19:58
  you just have to you know progress,
• 19:59
  not perfection. And they've done such a great job of Toma,
• 20:04
  top of mind awareness and how they advertise this the micro learning,
• 20:08
  how they advertise a piece. Maybe this week they're gonna say advertise the head
• 20:13
  pillar, your expertise. Maybe next week they're just going to focus
• 20:16
  on the hero pillar and say, here's an example of someone who is a hero
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  for a client to inspire people to think about that.
• 20:23
  You know, and and they they just they just do such a good job of keeping this,
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  you know, front front on a top of mind awareness,
• 20:31
  you know, mind share, fighting for mind share,
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  that five years later they're still,
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  you know, it's just still as powerful as it was the,
• 20:38
  you know, in the w the first 12 months they rolled it out.
• 20:40
  Is that what makes it successful?
• 20:42
  That they keep it top of my
• 20:45
  Yeah. Otherwise it's a waste of time.
• 20:47
  It really is. You know, we have a a a I think a podcast and articles and stuff,
• 20:52
  the six things steps to a successful launch.
• 20:56
  And and you know, the the the first one is is create the system,
• 21:00
  right? Create it, whatever the customer experience action statement,
• 21:04
  the customer experience whatever it is,
• 21:05
  whatever are the commandments,
• 21:07
  the zero risk, service recovery,
• 21:08
  whatever your system that you are creating,
• 21:10
  that's easy to do.
• 21:11
  We sit in a room and we get some smart people together and we create that system.
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  The second step is we launch it.
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  However we launch it, we get everyone together,
• 21:21
  all franchisees together, all GMs,
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  we do it on Zoom. you know, we teach them how to launch it,
• 21:27
  you know, to to their teams. That's easy.
• 21:30
  It's you know, it's it's a firework show.
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  It's exciting. People leave pumped,
• 21:35
  but that's usually where it drops off.
• 21:37
  The third one is that we have you have to certify it.
• 21:41
  Just because, you know, you were as an employee forced,
• 21:45
  told to watch this, sit through this training doesn't mean you paid attention
• 21:50
  or bought into it. So certifying is a couple of things that I can look
• 21:55
  at your department or your location and say,
• 21:57
  Denise, your 12 people, only eight of them have watched the
• 22:02
  our our customer experience.
• 22:04
  Action statement launch, whatever that is.
• 22:06
  Hopefully you're not watching it,
• 22:07
  but you're doing it. But then the the second part to that that certification
• 22:11
  is of the eight, who passed it,
• 22:14
  who memorized it, who can answer it on the spot.
• 22:17
  The fourth one is the accountability piece that we're measuring that's actually
• 22:22
  being done and executed in real person.
• 22:26
  The fifth is what's the impact on the client,
• 22:28
  customer? Is it moving the needle?
• 22:30
  And then the sixth stage is sustaining it.
• 22:32
  And where I talk about ~ what Key Bank did,
• 22:35
  doing it for every new employee,
• 22:37
  the training, re refreshing it.
• 22:39
  ~ and that's really what the Kevin Sloan thing is,
• 22:42
  how well they refresh it and and and they train to it.
• 22:45
  Years ago I remember I think it was Ritz Carleton had a credo card that would have
• 22:50
  the most important things, l ladies and gentlemen serving ladies and gentlemen.
• 22:54
  How are companies using something like that for a customer experience action
• 22:59
  statement?
• 22:59
  Yeah, so you know, we still do the credo card.
• 23:03
  A lot of our clients do with the customer experience action statement,
• 23:06
  the three pillars, and then it's usually the nevers and always on the inside
• 23:10
  of the customer bill of rights that we call them.
• 23:12
  But I do believe that, you know,
• 23:15
  digitizing it is is probably more popular.
• 23:18
  So putting in any place that the employee will see it.
• 23:21
  We don't want the customer to see it.
• 23:23
  It's not something you advertise to the customer.
• 23:24
  It's not something like your mission statements and core values you
• 23:27
  put on the website. And that's why for over twelve years,
• 23:30
  after we helped Starbucks create that,
• 23:32
  theirs, it was on the inside of their green apron.
• 23:34
  Cause it wasn't for the customer guest to see,
• 23:37
  it was for the employee to be reminded of.
• 23:39
  But ~ a lot of our clients on their computers,
• 23:41
  it'll be their screensaver, make every moment matter,
• 23:45
  right? It'll be, you know, in the employee break room.
• 23:48
  It'll be
• 23:49
  You know, we worked with Domino's.
• 23:51
  Theirs was they all have to wear a a baseball cap,
• 23:54
  at Domino's. It was on the inside of the baseball cap bill that,
• 23:59
  you know, when you're putting it on,
• 24:00
  you you're gonna be reminded. Well,
• 24:01
  ~ you know, it i i i it it should be on your app and a any internal communications.
• 24:06
  it's really cool. I didn't know this,
• 24:08
  but John Roberts, our salon that ~ I'm not involved day to day.
• 24:12
  You know, they they do a really good job of branded.
• 24:14
  Their ~ customer experience action statement is to be the best experience.
• 24:19
  It used to be to be the best experience of our guest day.
• 24:23
  And it's similar to the De Julius groups,
• 24:25
  no more, love more, give more.
• 24:27
  Okay. They made one change, they changed it from be the best experience
• 24:32
  in guest day to other's day. So it applied to each other.
• 24:36
  Employee and employee. It applied to again the UPS man or stranger,
• 24:41
  whoever. But they do a really good job like Key Bank of branding it.
• 24:45
  And it's on everything. And you know,
• 24:47
  when they do their shout outs,
• 24:49
  you know, I want to tell you how Denise was,
• 24:51
  you know, the best experience in this guest day.
• 24:55
  They're caught you doing some right cards,
• 24:58
  now have you know caught you being the best.
• 25:00
  They're no longer caught you doing something right.
• 25:03
  caught you being the best experience in someone's day or other's day.
• 25:06
  So, you know, how you can advertise that is really important.
• 25:10
  Very I
• 25:11
  Nice.
• 25:11
  like Yeah, yeah. Ashley from John Roberts just does an incredible job.
• 25:15
  She's great.
• 25:16
  She is. Okay, so in the show notes,
• 25:18
  I'm going to put a link to the six steps to a launch that you talked about,
• 25:23
  as well as the customer service revolution book,
• 25:26
  because there are instructions there in how people have created
• 25:31
  a customer experience action statement.
• 25:33
  I'm going to put information for the membership because
• 25:37
  Right screen membership.
• 25:38
  the live stream membership because there is going to be a day,
• 25:41
  a day in the life.
• 25:42
  Because there is going to be a customer experience action statement live workshop
• 25:47
  that will be coming up next year,
• 25:49
  but there are good ones coming up this year.
• 25:51
  Every quarter there's a new one.
• 25:53
  I will put information about the Customer Experience Executive Academy.
• 25:56
  Information on how to get a hold of Claudia if you would like to do
• 26:01
  a workshop with your team and have John or Dave have one of the consultants come
• 26:05
  out and facilitate that for you.
• 26:07
  This is a custom whether we do it for you or you do it,
• 26:10
  the customer experience action statement of pillars are a game changer.
• 26:13
  They ignite your revolution. It's it's you drawing a line in the sand that
• 26:19
  we are gonna be obsessed about the experience we deliver to anyone.
• 26:23
  And this isn't going away, it's not flavor of the month,
• 26:25
  program of the year, or management by bestseller.
• 26:27
  Thank you.
• 26:28
  Anything else you want to add about the customer experience action statement,
• 26:31
  John?
• 26:31
  No, but I did have a a a thought 'cause we've talked about recently
• 26:35
  the kindness revolution and and just the you know,
• 26:38
  this is all about I'm sorry, w kindness recession on our last podcast.
• 26:43
  We talked about because the the unhappiness of of of people in the US is is
• 26:48
  we are s you know, lonelier and unhappier and studies have shown that we're
• 26:52
  dropping. I had something ~ happen recently that made me think of it
• 26:58
  and I don't know who taught me this or I heard it.
• 27:00
  and it's kind of common sense,
• 27:02
  but it doesn't it at least for me,
• 27:03
  it it's not common. A popular athlete,
• 27:06
  not professional, but an Olympian,
• 27:09
  who was a teammate of my son's,
• 27:11
  who's been to my house, has slept over.
• 27:14
  I've actually done training for his business wrestling clinics.
• 27:19
  got into
• 27:20
  some trouble all over the news,
• 27:21
  all over social media. You know,
• 27:24
  it's, you know. and, you know,
• 27:25
  it's just, you know, it's it's just funny how how how people turn and and
• 27:30
  so I don't know what re made me,
• 27:31
  you know, reminded me of this,
• 27:33
  but I just reached out and said,
• 27:35
  you know, hang in there. You'll get through this and you'll be better for it.
• 27:39
  And then I sent it to my kids,
• 27:41
  'cause I just wanna remember I I think this is something we forget about.
• 27:44
  And I'm sure I have. We're always there for,
• 27:47
  you know, when people are going through good times and Olympic champion and yeah,
• 27:51
  we're all, you know, in line. But when they go through struggles,
• 27:55
  we disappear. And you know, I just wanted,
• 27:57
  you know, to to you know, 'cause I you know,
• 27:59
  I I I you know, i I'm sure it's he's in a dark place right now.
• 28:02
  So I just think it's important that friends,
• 28:05
  acquaintances, family, that's when we show up.
• 28:07
  Not necessarily just when they hit their great accomplishments and they become
• 28:11
  the CEO or whatever it is. That's it.
• 28:14
  Yeah, I think that's great advice.
• 28:15
  Reach out to someone today that you think might not be having the best day.
• 28:20
  Give a little share a little light.
• 28:22
  Be kind.
• 28:23
  All right, revolutionaries. Thank you,
• 28:25
  Denise.
• 28:25
  Thank you, John. We'll see you next time.
• 28:28
  What separates world-class customer service companies from everyone else?
• 28:31
  One significant factor is having someone dedicated to designing
• 28:35
  and managing the customer's experience.
• 28:37
  The Customer Experience Executive Academy trains leaders to excel at this.
• 28:41
  Find out how to enroll now. Contact Claudia at the dejuliusgroup.com for details.