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236: How can I make customer experience a true competitive advantage? · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

• 0:58
  Welcome to the Customer Service Revolution podcast, where we help leaders build companies their customers cannot live without.
• 1:05
  Today, we're starting the year with one of the biggest questions we hear from CEOs.
• 1:10
  How do we make customer experience a true competitive advantage?
• 1:14
  Not a slogan, not a training event, a real baked into the DNA advantage that makes price irrelevant.
• 1:21
  We're living in what John likes to call the relationship economy.
• 1:26
  where organizations that win are the ones creating emotional connections, not transactional exchanges.
• 1:32
  And today, we're breaking down how the 10 commandments of world-class experience give companies a competitive edge that competitors can't duplicate.
• 1:41
  You'll recognize these principles from brands like Chick-fil-A, the Ritz-Carlton, and organizations that consistently outperform even when others try to beat them on price,
• 1:51
  speed, or convenience.
• 1:54
  How you doing, John?
• 1:55
  Happy New Year.
• 1:57
  Happy New Year.
• 2:00
  I want to start off today, I want to have you tell a story that I know you've told in workshops about the moment a CEO feared losing customers to a competitor based on them
• 2:11
  charging less, charging half the price.
• 2:14
  Can you talk about that?
• 2:16
  Yeah, I mean, the one you know, this is actually happened in my salon unless you have a different one.
• 2:22
  But.
• 2:23
  Any time probably still happens, but less at any time.
• 2:27
  We get a customer complaint about our prices.
• 2:31
  The staff immediately goes to were too much.
• 2:34
  You know, we shouldn't raise our prices anymore.
• 2:38
  They'll argue that they're going to lose customers when they raise prices.
• 2:41
  And the example I love to go to is back when I was involved in the salons in the mid 90s, there was a woman that came in, went to our level one designer.
• 2:53
  We have 10 levels.
• 2:55
  Level one is when they just graduate from our training program and they go on, they're probably charging
• 3:02
  you know, today $50, which is, you know, 50 or $60.
• 3:06
  Back then it was probably 35.
• 3:09
  Who knows?
• 3:09
  This is in the nineties, but the woman didn't like it.
• 3:15
  So it wasn't worth it.
• 3:18
  So I gave her money back and I sent her a gift certificate to go with like a Heather who at the time was like a level six or seven and probably charging $80.
• 3:31
  and the woman went to Heather and just assumed it'd be the one time.
• 3:35
  Well, today, 2026, she still goes to Heather and Heather charges $200 for a haircut today.
• 3:44
  She's a level nine or a 10.
• 3:47
  So, you know, it's funny that, at 35 we were a ripoff and at whatever Heather was then 80, she founded
• 3:57
  a great value and then stayed with her for close to 30 years, if not 30 years, and has chased her up the level and prices.
• 4:07
  And so this just goes back to whenever someone complains about price, it's not because they aren't willing to pay it or they're cheap, it's the experience didn't warrant it.
• 4:18
  And so that's why we, know, you know, that's a lesson because employees
• 4:22
  employees are sensitive.
• 4:24
  Another example of when we were working with Starbucks,
• 4:27
  we found out that like some baristas felt guilty about charging you four, $5 for a cup of coffee.
• 4:38
  This is in the 2000s, the late 2000s.
• 4:43
  they felt guilty about charging for such an expensive cup of coffee.
• 4:49
  Why?
• 4:50
  Because, you know, they made back then $5 an hour.
• 4:57
  That was one hour of work, right?
• 5:00
  They couldn't comprehend, you know, that was like you.
• 5:04
  paying $500 for a cup of coffee, right?
• 5:08
  Is that what you get paid?
• 5:10
  An hour?
• 5:10
  Exactly.
• 5:11
  It's close.
• 5:12
  It's close.
• 5:13
  Right?
• 5:14
  So back then, and now it's both, the cup of coffee and their wage has gone up.
• 5:19
  So I'm talking about in the late 2000s, but we had to help change their mindset that they weren't selling a $5 cup of coffee, right?
• 5:29
  They were selling a great cup of coffee that was personalized to exactly what you wanted.
• 5:33
  There's 170,000 ways.
• 5:36
  You can order your coffee.
• 5:37
  They're going to give it to you that way.
• 5:38
  Yada, yada, But back then, supposedly today, you could hang out for an hour, read a book, clean up your inbox, or conduct an interview, or socialize with your neighbors, or soccer
• 5:56
  moms, or whatever you're doing at Starbucks.
• 5:58
  So they're giving you rent.
• 6:01
  You know, you know, they're giving you a living room.
• 6:04
  They're giving you, you know, so much more the third place.
• 6:07
  So it also is important the mind shift that we train our employees because our employees, you know, react to be inexpensive.
• 6:17
  And, you know, like we always talk about, a lot of times our employees wouldn't be our customers.
• 6:23
  So.
• 6:23
  So let's talk about how companies can make that happen because it sounds nice when you hear it.
• 6:30
  But we also know that within your salons and within Starbucks, there are actual systems in place that allow and empower employees to do that kind of thing.
• 6:41
  So and this comes from the 10 commandments that you have written about and what you created as part of your consulting methodology.
• 6:51
  So let's break down the 10 commandments and show our listeners how they can create a system of differentiation that competitors simply can't copy.
• 7:01
  The three areas that I want to focus on today are emotional connection, building relationships that transcend the transaction, operational excellence or operational
• 7:11
  confidence and zero risk, removing the uncertainty and memorable signature touch points that you talk about as the creating an experience that others can't copy, something that's
• 7:25
  intentional, repeatable, branded moments that really elevate the experience.
• 7:29
  So let's walk through each one starting with emotional connection.
• 7:34
  You always say, this is the real currency of the relationship economy.
• 7:39
  Why does emotional connection matter now more than ever?
• 7:43
  um What drives today's customers are emotions and feelings, some of which can't be expressed in words and are triggered unconsciously.
• 7:53
  The most important element in a customer choosing who they buy from is how a brand makes them feel, unless you're the cheapest.
• 8:01
  So I think it's something that we've gotten away from.
• 8:05
  I think with all the technology explosion, which I can't, you know, express enough.
• 8:10
  love the technology.
• 8:12
  I love it as a tool, but not as a replacement.
• 8:16
  So we're just getting less human interactions and which obviously an app, a kiosk, any self-service chat bot is not going to make me emotionally compelled to a brand.
• 8:30
  All right, so let's talk about zero risk.
• 8:32
  You say customers aren't looking for perfection, they're looking for certainty.
• 8:38
  And we did a podcast a few episodes back on the certainty business.
• 8:45
  So let's talk about that a little bit.
• 8:47
  So repeat that again, customers aren't looking for what?
• 8:50
  Perfection, they're looking for certainty.
• 8:52
  Yeah.
• 8:53
  And so, and this is with zero risk.
• 8:57
  Yeah.
• 8:57
  So, I mean, zero risk, how we explain that, is, you know, so to me, Amazon, Apple, Nordstrom's, you go on and on with the great brands.
• 9:08
  There's zero risk to do business with as a customer.
• 9:12
  Now that doesn't mean they'll never screw up.
• 9:17
  they screw up less than anyone else, which is great.
• 9:21
  There's a trust factor, but the additional trust factor is when they do drop the ball, again, it's less than anybody else, but when they do, they pick it up, make it right.
• 9:30
  And you, lot of times you're more loyal than had they not dropped the ball.
• 9:36
  So,
• 9:36
  You know, that's really important, having systems in place that first recognize where do we drop the ball the most.
• 9:45
  And it's funny, we'll go back to the spa, the top five areas that we drop the ball, which really makes up way more than 95 % of anything that could go wrong fall into these
• 10:01
  categories.
• 10:02
  Appointment, appointment.
• 10:05
  And that could be, we got it wrong.
• 10:07
  Some, one of us got it wrong and you showed up today and the appointments tomorrow.
• 10:12
  Going with that is, or a delay, meaning that, you know, you thought you were going to get out of here at three and it's quarter to four and we still got work to do.
• 10:24
  So we didn't communicate well enough or, you know, but
• 10:29
  You have a daughter that's getting off a bus.
• 10:31
  You got to be back at work.
• 10:32
  You have a meeting, a Zoom meeting, all those things.
• 10:35
  So that's one.
• 10:36
  The second one is quality of work.
• 10:43
  You don't like what you're left with, right?
• 10:46
  Third one is professionalism of a staff.
• 10:51
  That means they gave you an attitude.
• 10:54
  didn't, you know, anything along that.
• 10:58
  Fourth one is price.
• 11:00
  And again, that's usually because we didn't communicate, you know, in that world it says, highlights or color starts at 135 and you get up to pay and it's 215.
• 11:11
  Right?
• 11:13
  We didn't warn you that what you're asking for is a lot more, you know, this is where it's going to be.
• 11:20
  Do you still want me to proceed?
• 11:21
  I forget the fifth one.
• 11:23
  Do you remember the fifth one, Denise?
• 11:24
  But anyway, when we worked with Price Waterhouse and we did their Zero Risk Workshop,
• 11:29
  they had the exact same five categories that their things fell in.
• 11:38
  Pricewaterhouse, an accounting firm for public companies B2B, John Roberts Spa B2C.
• 11:46
  So you find out where the majority of your things go wrong and then you start putting the systems into place that will reduce it being an appointment mistake.
• 11:56
  something silly that worked was, you when we're talking about you want an appointment with Sandy and I'm giving you options, she has Tuesday at four, Wednesday at noon, Thursday at
• 12:09
  six.
• 12:09
  And you finally decide on something.
• 12:13
  But we were talking about so many options that the person booking your appointment might have said it wrong.
• 12:18
  All right.
• 12:19
  So that's Thursday at noon.
• 12:23
  and you write that down or you, know, whatever it could have been what you wrote down, but there's a lot of dates and times flying around.
• 12:31
  And so now the software prompts a script that we're supposed to read.
• 12:36
  Okay, Denise, that's Thursday at 6 PM at our Willoughby Hills location with Sandy for a haircut.
• 12:45
  If we do that, that right there, you know, we'll catch some of the
• 12:49
  communication if Denise is paying attention and, you know, little things like that.
• 12:54
  What can you do that reduces, um, maybe making an appointment mistake from 6 % of the time to 4 % of the time.
• 13:03
  And then the recovery has to happen when it still happens 4 % of the time.
• 13:06
  What do we do at the salon when you walk in and you're not down for the right day?
• 13:11
  Right.
• 13:13
  All right, now let's talk about the signature brand experience and Secret Service, where the signature touch points come in.
• 13:22
  How do memorable moments become a competitive advantage?
• 13:27
  Well, so, you know, operationally, we have operational standards and that's that's kind of where I think, you know, AI is going to come in and absorb them all.
• 13:39
  That's, you know, filling out the right paperwork and getting you to sign here and add your credit card and, you know, all the necessities.
• 13:50
  But.
• 13:50
  The only time operational is memorable is when it's not done, right?
• 13:55
  You know, and you order something and you don't get everything, right?
• 13:59
  Not because it was out of stock, because the person's doing your order left it out, right?
• 14:05
  Or Walmart shows up and something's missing.
• 14:08
  Those are, is memorable, know, memorable, but typically operational, your competitors do it too.
• 14:14
  It's just who does it more consistently, which is really, really important.
• 14:18
  And then there's experiential, which is really the part of creating your signature experience that differentiates yourself.
• 14:27
  So what do we do at this stage, this journey mapping, this touch point that makes us stand out?
• 14:34
  You know, so in the salons, it's the white cape versus black cape.
• 14:37
  The white cape means you're a new customer.
• 14:39
  It's never been here before.
• 14:40
  Black cape, you're you've been here before.
• 14:43
  So now everyone in the salon can see that and greet you, you know, and personalize it like, you know, your first time to John Roberts.
• 14:53
  We have a spa over there that I work.
• 14:55
  I'd love to give you a tour and a 20 % off a facial, you know, pedicures, manicures,
• 15:02
  cappuccino machine, more information of what we do and how we do it, and more introductions.
• 15:07
  Black Cape, you're an old friend, right?
• 15:10
  Even if we don't know you.
• 15:12
  So those are, even though the employee doesn't know you, they don't have to have worked here three years or three months to understand how to distinguish.
• 15:21
  And so that's the experiential, that's the secret service.
• 15:29
  Gold cape, gold bag means they're a VIP.
• 15:32
  So it's a lot of things like that that make a brand stand out.
• 15:38
  That becomes your signature experience that no one else is doing.
• 15:42
  Nordstrom's, you know, when they, you like Nordstrom's, don't you?
• 15:48
  Okay, so what do they do when you're paying that's different?
• 15:53
  Right.
• 15:55
  Yeah, yeah, yeah.
• 15:56
  And another one that,
• 15:58
  I still think is rare is they don't limit you with how much you can bring into the clothing.
• 16:05
  Yeah.
• 16:05
  And that's important.
• 16:07
  Like I'm sure I'm not alone.
• 16:09
  I power shop, which means I only shop a couple of times a year.
• 16:13
  Fast and spend a lot in that time.
• 16:16
  But if you're not helping me do it fast, I won't, I won't stay.
• 16:21
  So if you're only limited me to three or four, I usually grab 20.
• 16:26
  I'm not, you know, coming out grabbing another four, going back in.
• 16:32
  Right.
• 16:34
  And then, but I want someone there saying, all right, how's the word?
• 16:37
  I love this shirt, need a size bigger.
• 16:40
  You know, don't like the shirt, keep it.
• 16:42
  You know, and boom, now I can, you know, knock out, you know, and buy 12, you know, things quickly.
• 16:49
  So, that's an example of Nordstrom's how they differentiate from a lot of other.
• 16:54
  retailers.
• 16:55
  Well, first of all, they help you, which a lot of retailers when you go in these days, you have to hunt to find somebody.
• 17:03
  Yeah, just to check out, to give them your money.
• 17:05
  And you know how back to your earlier topic, zero risk, you could bring it back.
• 17:11
  Nordstrom's has no return policy, meaning you could bring it back in a year.
• 17:15
  You don't need your receipts.
• 17:17
  They're not going to argue with you.
• 17:18
  That's zero risk.
• 17:20
  Yeah, love that.
• 17:21
  Love that about them.
• 17:22
  All right, let's make this real.
• 17:24
  Let's talk about a company that's actually implemented these different pieces of methodology.
• 17:31
  There was a financial services firm that you worked with that went from being just another bank to the bank that customers recommend.
• 17:39
  And their NPS score has continued to climb years into following what you've taught them.
• 17:47
  What part of the methodology moved first for them?
• 17:50
  Well, they followed the methodology in order.
• 17:55
  So it was the igniting this customer experience revolution, which does the day in the life, the client experience, action statement, the three pillars and the never's and
• 18:07
  always, which we always recommend.
• 18:10
  That's where you start.
• 18:11
  That's like drawing a line in the sand and telling internally and externally.
• 18:18
  we are going to be obsessed with the customer experience.
• 18:21
  And that's what they did.
• 18:23
  And then they, you know, just followed, then they did the creating the signature experience, which is looking at each journey mapping, each type of customer, whether it's
• 18:31
  a mortgage customer, a loan customer, a deposit account, you know, all the different types of transactions.
• 18:37
  And so, you know, they, they, they, they did it all.
• 18:40
  It took them years, but they saw an impact.
• 18:43
  you know, within the first six months of what you're talking about.
• 18:49
  And they really bought into it from the top down.
• 18:52
  And that's really key.
• 18:53
  Executive sponsorship has to, you know, be obsessed with this, not just write a check for the budget or, or, you know, saying it one time, but it can't be flavor of the month.
• 19:05
  It has to be something you really, you know, you really mean.
• 19:09
  And that means
• 19:10
  almost every time you talk, need to incorporate how whatever you're talking about affects the client experience.
• 19:17
  If you're listening to this and you're curious, it's sparking ideas for you.
• 19:21
  You're thinking we need to build this inside our company, but maybe you're not ready to go into full blown consulting, but you want to dip your toe in the water and understand this
• 19:32
  methodology a little better.
• 19:34
  That's exactly why we created the experience revolution membership.
• 19:38
  Every quarter we teach a live workshop on the exact systems we implement inside our consulting engagements.
• 19:45
  Things like creating your non-negotiable standards, delivering zero risk, designing signature touch points, and world-class onboarding.
• 19:54
  And our members for the revolution get access to all past replays, tools, and templates, giving your leaders and frontline a roadmap, not just inspiration.
• 20:04
  So if you want 2026 to be the year you build a competitive advantage that no competitor can copy, join us at tdg.click
• 20:14
  forward slash membership, or you can visit the DiJulius group website and look for membership.
• 20:21
  All right, John, what's the biggest blind spot leaders have today about competitive advantage?
• 20:27
  Well, you know, we've talked about this.
• 20:29
  I think AI is is the rage and as it should be.
• 20:34
  But once we get there.
• 20:36
  It's just keeping pace, anything that we're going to, you know, a company is going to create is going to be copied in technology wise.
• 20:44
  And we've talked about this, you know.
• 20:46
  I can't, other than the logo and maybe the color scheme, I can't tell the difference between, you know, United, Delta, American Airlines app.
• 20:56
  They're great, right?
• 20:57
  I you know, I can't think of how they could be better, but, you know, I could check my mouse, my next flight, move it, you know, everything.
• 21:06
  The app is great, but they all do the exact same thing.
• 21:09
  So Delta doesn't own the app experience.
• 21:14
  you know, Uber's app is identical to Lyft's.
• 21:17
  So, you know, that's, that's just going to be table stakes.
• 21:20
  So you still have to have the experience and the experience I believe is going to come in the, in the human experience.
• 21:28
  Some will get a head start, but eventually everyone will, will copy whatever we do or whatever anyone does.
• 21:36
  So I think it's still managing the human experience and
• 21:39
  And then the blind spot where I thought you were going with this is along the lines of customer service.
• 21:46
  And that's just that the blind spot is that it's common sense and it's innate.
• 21:52
  And it goes back to the service aptitude that, you know, most employees, their service aptitude gets shaped from their previous life experience and previous work experience,
• 22:02
  which as leaders, we can't control.
• 22:06
  your background.
• 22:07
  We can only control what we train you on and we have to have the service aptitude skills in the training along with the technical operational.
• 22:15
  All right, here's another one for you.
• 22:16
  Why do so many organizations default to price wars versus experience wars?
• 22:22
  Experience wars is hard.
• 22:24
  I prefer because there's a lot less players that don't know how to do it well, but...
• 22:29
  You know, committing to customer experience, truly committing is a lot.
• 22:34
  It is a lot of work.
• 22:36
  It's the greatest ROI.
• 22:38
  If you commit to it, there's the organic training and then there's the, I'm sorry, growth.
• 22:43
  And then there's, you know, bought growth.
• 22:45
  It's easier for me as a CEO to buy a competitor and get their market share.
• 22:53
  and get their employees and lay off things that are worry doing that we don't need their people to do payroll marketing, blah, blah, blah.
• 23:05
  It's easy to run a price promotion to get things to pop off the shelf or whatever the phrase is today to buy.
• 23:17
  But those things
• 23:20
  are artificial growth.
• 23:22
  And they usually put you in a place in six months that could be worse than you're already in.
• 23:28
  You bought a company, there could be some problems.
• 23:30
  There's certainly, and listen, buying companies is great, but if that's the only thing you're doing, there's culture issues, they're a different company, all that stuff.
• 23:41
  They might've had some skeletons in their closet that we have to clean out.
• 23:45
  That doesn't just mean you're going to, know, and the, price wars, if you, so, so now you go to, to, obsessing with customer experience and there's a lot to that.
• 23:59
  But, my favorite book, the slight edge and the compound effect are two different books, but basically the same are about, what you do today.
• 24:09
  or you don't do today doesn't matter today.
• 24:12
  You eat a donut at lunch or you eat three, really doesn't matter today.
• 24:18
  You're not gonna come home and Kenzaka say, whoa, Denise, what'd you have for lunch?
• 24:23
  Unless you have a gluten allergy, it makes you swell up, right?
• 24:26
  You get a workout in today or you don't, doesn't matter today.
• 24:31
  Again, no one's gonna notice, you're not gonna look, you know,
• 24:36
  noticeably different.
• 24:37
  You're probably not, you know, the scale is probably not going to read anything that's going to frighten you, you know, today.
• 24:43
  You train your new employees, your existing employees on customer service this week, or you don't, your sales aren't going to change.
• 24:51
  You your sales are still going to be the same this week.
• 24:54
  We call a client back within 24 hours or we don't.
• 24:59
  Again, you know, we're still going to do a million dollars this week, this month, whatever the period we're looking at.
• 25:07
  And so that's why you go for artificial growth.
• 25:11
  by mistake because I can't make my shareholders happy and change my P &L without laying off 10 % of our workforce, acquiring a competitor, and doing price discounts.
• 25:27
  That will get results today, this week, and pacify shareholders and all that.
• 25:34
  So the slight edge and the compound effect talks about doing these things consistently.
• 25:39
  For the first three months, you may not see anything different.
• 25:42
  And then all of a it turns into a freight train of if you're training everyone on customer experience, every new employee, every existing employee, and you're constantly doing all
• 25:52
  the things that never is and always.
• 25:54
  creating a signature experience and doing that.
• 25:57
  Now all of a sudden you got the emotional connection.
• 26:01
  got the, you know, loyal customers are a different breed.
• 26:04
  They don't just tell others, their friends and family, they demand that you do business.
• 26:10
  You start creating employee evangelism.
• 26:13
  start doing, you know, that's doing more marketing than your paid advertising does.
• 26:20
  I don't know, I explain the slight edge compound effect?
• 26:23
  Well enough?
• 26:24
  Okay.
• 26:25
  Yeah.
• 26:25
  I'm with you.
• 26:26
  I love that.
• 26:26
  I don't know that I've read the compound effect, but Slight Edge is still memorable.
• 26:31
  It's a good book.
• 26:32
  Yeah, he kind of bought it or something, Darren Hardy, because the first chapter is the slight edge.
• 26:38
  So I don't know if he bought it from him, but it's really good.
• 26:42
  Which part of the Ten Commandments do companies usually miss first?
• 26:46
  Miss First, they usually go by us.
• 26:50
  Uh, they should go by our recommendation after we find out where they're at.
• 26:55
  Uh, but some that they are like, uh, we're good at that could be like the above and beyond creating the above and beyond.
• 27:06
  Um, that's a, that's a cultural mindset shift and that's not necessarily teaching employees or, or, or how to go above and beyond.
• 27:16
  It's teaching the systems and mechanisms.
• 27:19
  to market and promote the above and beyond stories.
• 27:25
  So you get that FOMO and that positive peer pressure.
• 27:30
  Creating the signature experience, that actually is where we get specific of what's the above and beyond at each touch point.
• 27:38
  And above and beyond is just really pattern recognition.
• 27:42
  So when you're on the phones,
• 27:44
  depending on your call center, booking appointments or support or whatever, what are the most common things that a client may say?
• 27:52
  Or you hear the baby crying or the dog bark in the background or her say, whatever.
• 27:58
  You train your employees.
• 27:59
  These are the most common things that untrained those employees would just go right over their head.
• 28:06
  All of these need to be reinforced.
• 28:07
  What do world-class leaders do daily to reinforce this?
• 28:13
  So Toma, Top of Mind Awareness, visit great companies, make sure it's visited daily.
• 28:22
  And that could just be part of a minute of their pre-shift huddle Or it could be the micro learning video that you get every Wednesday at four o'clock.
• 28:36
  That's like a 60 to 90 second.
• 28:40
  TikTok YouTube video that you get on your phone, your iPad, your computer, that just reminds you something you've already learned.
• 28:49
  And it's just constantly reinforcing, you know, what Ford is, family, occupation, recreation, and dreams, or the five E's, or, you know, something you've already known,
• 29:01
  we're reminding you, and now you're going to be a little bit more heightened.
• 29:04
  Your senses are going to be for that.
• 29:07
  All right, for those leaders who are ready to start off 2026 focused on customer experience, what's one action you suggest they take this week?
• 29:17
  Hmm, that's a good question.
• 29:20
  Do an audit.
• 29:21
  If you can include the CSAT test, would take the customer service aptitude, I'm sorry, company service aptitude test that takes about 10, 11 minutes and it goes through, you
• 29:41
  you'd know better than me how many questions it has, but it probably has 50, 60 questions and it.
• 29:46
  then you get a report immediately saying, under the customer experience action statement, you are below average.
• 29:54
  Zero risk, you're above average.
• 29:56
  You're world class, you're in trouble.
• 29:58
  But it kind of helps you find out where your strongest and weakness is, and you can have other leaders take it.
• 30:06
  And that's really good because...
• 30:08
  Sometimes you'll find out that on a question or a thing, zero risk, me and you, same company, you come back with that you're, I forget, below average.
• 30:20
  I don't know what the lowest one is, one, do you remember?
• 30:25
  Unacceptable.
• 30:26
  So you might come back as unacceptable for the answers you gave zero risk.
• 30:30
  And I came back above average.
• 30:33
  That's a big disparity if we're both working for the same company, same team, same department, right?
• 30:40
  One of us is wrong, right?
• 30:43
  And so now we got to find out.
• 30:44
  And this has happened to me on something we do for hiring or orientating.
• 30:51
  I was much higher than the rest of the staff and the rest of the leaders knew, are right, I'm wrong.
• 30:58
  because I'm out of it.
• 30:59
  The reason why I said I gave higher grades is we've always done this since we opened and the HR person said, I've been your HR person for four years and we've never done, that's
• 31:10
  not the way I was never taught to do that.
• 31:12
  And she wasn't wrong, but you have assumptions that we're still doing that and it got lost along the way.
• 31:20
  And it wasn't just one thing, there was a lot of things.
• 31:23
  that as the president of the company, I was out of touch with.
• 31:29
  But there's a lot of good examples when you take the CSAT company service aptitude test, it'll give you a score right away.
• 31:36
  It's only based on what you're telling it.
• 31:40
  having multiple leaders take it is really eye opening.
• 31:44
  So listeners, we'll make sure we have that in the show notes so that you can take the company service aptitude test and share the link with your team and other leaders as well.
• 31:54
  And if you're ready to build an experience your customers cannot live without, join the Experience Revolution membership.
• 32:00
  You'll get the tools, playbooks, workshops to bring all of this to life inside your organization.
• 32:06
  You can join at tdg.clickforwardslashmembership.
• 32:11
  And be sure to join us next week when we're going to be talking about small actions that create massive loyalty.
• 32:19
  Thanks so much, John.
• 32:20
  And again, happy New Year.
• 32:22
  Thank you.