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207: Customer Bill of Rights · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

0:02
Hey, revolutionaries, welcome back to another episode of the Customer Service Revolution Podcast with John DiJulius How you doing, John?
0:10
I am fantastic, how are you?
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Good, you look like you got some sun over the Memorial Day weekend.
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Uh, no, the Memorial day weekend where we go since 1989.
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So this was our 36 year, which you've joined us.
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yeah.
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Um, was, um, wow.
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It's since I graduated from college.
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So that's how long it's been, uh, is, uh, is in Lake Chautauqua, New York.
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It's great, but it was in the forties.
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It was cold, but I got color because.
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I'm working with Sandals and get to go to Sandals more than a dozen times this year.
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Last week I was in Sandals for the week working with their leaders and it's such a really good company.
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the lifeguard at the pool or?
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Yeah, yeah, yeah.
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So I did get some exposure on breaks to the sun.
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Yeah, yeah.
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They're great.
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They're going to be such a great uh company.
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They're so committed.
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You know, they really get it.
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They have 20, I think, locations in the Caribbean.
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And, you know, it's a big project, just getting everyone to get it.
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But something that happened that was really cool.
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was turning a negative into a positive.
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So at this, at Montego Bay Sandals, they're right next door to the Montego Bay Airport.
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And literally, it feels like it's 10 times an hour and it might be more.
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There is a plane taking off uh right over, like, and you're at a resort.
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Right?
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You might be getting a massage.
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You might be trying to fall asleep on, you know, you're by the pool or by the beach.
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You might be.
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And so that's annoying.
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it's anti escape experience.
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So when I'm there, as soon as, you know, that plane takes off, everyone that works there just waves their hand.
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And you're like, what are you doing?
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And like, oh, that's us telling them, you know.
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come back soon.
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And it permeates to everyone.
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People are laying on their recliner, whatever you call it by the pool, and you hear vshh.
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And people just wave.
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And it looks like everyone has Tourette's or something.
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You just automatically do it.
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And so I'm speaking for eight hour workshop, and five, six times an hour they'll.
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all the audience just does it.
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They don't even think about it.
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They don't look at each other.
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And it would be so funny if they recorded it, because I'm doing it.
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I'm speaking mid-speech and you gotta beat the greet and I'm like this.
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But it's so cool because you don't think of it as a right.
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You don't think of it as a negative.
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And it is, but it's something like you're part of the tradition.
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And it reminds me when I worked with the Del Cronado in San Diego.
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uh almost 20 years ago, they had a story that my kids were obsessed with and asked every employee about Kate Morgan.
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Over a hundred years ago, Kate Morgan checks in at the hotel under an alias, Miss Lodi Bernard from Detroit.
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Five days later, she was found dead on an I-
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and an exterior staircase leading to the beach, the victim of a gunshot wound to the head.
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The San Diego County coroner ruled her death a suicide, but some have speculated the possibility of foul play.
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So she was having an affair with some guy.
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Worst thing a business can have is a murder suicide, right?
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Can you imagine what happened at our salons?
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I'd be like, my God, like, no one's gonna wanna come in.
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They've turned this into this ghost story that when you get there and you turn the TV channels on, it's a channel dedicated to the legacy of Kate Morgan.
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And my three boys were young at the time and they asked every employee, every server, every like, know, cashier, tell me about Kate Morgan.
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And everyone was trained to tell a story.
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And they told the story of like,
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Yeah, you know, I was in, you know, the bookstore or library and the book just fell off the stay.
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It fell off the shelf.
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I know it was Kate Morgan and you know, they all, and it just consumes them.
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But it's just funny how a few businesses can turn a negative experience into a legendary experience.
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I think that's great.
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Yeah.
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You have any other examples of negative to positive?
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I'll just, I'll just take that out.
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one of my favorite characters that we've talked about recently on podcasts, Norm.
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ah George Wendt, I think it's Went, the Norm character from Cheers Passing.
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ah that was you know, instrumental.
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we've talked about this, you know, about six or seven podcasts ago.
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The first
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working title of my first book, which became Secret Service, was Mastering the Norm Factor, um that we ultimately changed to Secret Service.
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the whole book was, and our customer service back in the early 90s, and hopefully still is, based on making people feel like Norm.
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And that when Norm walked in, Norm, and how do you make, it's easy to make the regulars.
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you know, because we know them, but how do make the person that comes in once or twice a year, or it's never been here to feel like Norm?
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And that's where the whole secret service came in of, you know, cheating and having white capes versus black capes and, you know, all that stuff.
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um you know, think Norm had a, the Norm character had a profound impact on customer service.
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So for our listeners, if you haven't listened to the Secret Service episode, I think that was episode 204 and 205 of the podcast, you'll hear some great Secret Service stories and
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how things started with making people feel like Norm.
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You also had a great uh cartoon in the last blog with Norm.
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And that's something that I can put in the show notes.
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If you are not, uh
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If you are not a subscriber to our blog, it's another place to get great customer experience tips.
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So I'll make sure.
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found that from our team and it's Norm entering the gates of heaven and all the angels have their hand up saying, Norm.
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That was so clever.
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That was good.
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You know, I think I read that his nephew is the star of one of my favorite all time series, Ted Lasso, Jason Sudekis
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I say it wrong.
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I couldn't believe that.
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And I guess they had a really close relationship.
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Yeah.
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I love that show.
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I heard it's coming back for fourth season.
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That's so excited.
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We need more feel good TV shows.
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I tell you, don't know, have you watched Shrinking?
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I love it.
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There's about 10 characters and they're almost all equal.
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know, it's not like there's one and I can't decide which one's my favorite.
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It's the first show I've ever come across that there's not a villain and it works.
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There's not a real villain.
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Life is the villain.
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He lost his wife and went on a binge and is good a father, but there's uh not the evil empire or something that you wanna do.
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Right, that everyone's against, there isn't even a character that everyone's against.
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that's true.
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I didn't know about that.
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the negative to positive, that's something that more companies could stand to work on.
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taking any, Ted Lasso is always great at that, right?
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Turning any negative into a positive.
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It would be a good never always for companies to never, I don't know, accept the negative, always turn it into a positive.
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Yeah, yeah, yeah.
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think there's definitely an exercise because I'm sure we all have it um in the spa.
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This always happens, but there's never enough um soundproofing, as you know, because you started off in the salon and so you'll hear conversations outside.
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And, you know, so I always say turn up the music louder, which isn't necessarily a nice spa experience.
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I said, give them headphones.
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uh But.
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Yeah, you got, we got to think about that.
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Like how do they spin that, that the customer isn't as angry as they're going to be because they didn't get that total relaxing, um you know, time in there.
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And you're right.
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Cause you know, we're probably Apollo.
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I'm sure we're apologizing for it that I'm sorry.
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They're so loud out there, you know, whatever.
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And, and it'd be cool to.
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be able to have something like the Sandals Resort does.
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Yeah, what would that be for that?
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I don't know.
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I don't know.
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Maybe our listeners can tell us.
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Yeah.
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Always never is if our listeners have not heard of always never before also sometimes referred to as the customer bill of rights is what we're going to be talking about today,
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John.
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So for those who are not familiar, what does the customer bill of rights mean?
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I love the customer bill of rights.
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I think our clients love it because it is the easiest.
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We always start with this um to implement.
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ah There are some nuances to it, but it's common sense.
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customer bill of rights, client bill of rights, guest bill of rights, whatever you call your customer, is there certain things your brand should never do?
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or always do.
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So if you think about, would you ever expect to go to a Ritz-Carlton, go up to an employee associate with a name tag in uniform on and say, excuse me, can you tell me where the
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Royal Conference Room is?
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And they say, I have no idea.
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And they walk away.
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Or you could check at the front desk.
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You know that they wouldn't do that.
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Would you ever expect to go to Disney and see a cast member, Mickey Mouse, Minnie Mouse, Goofy on break, smoking a cigarette, chewing tobacco, spitting on the pavement in front
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of, no.
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You know there's certain things they would never do or always do.
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So that is where the customer bill of rights originated.
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And it's known as never's and always.
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Um, the biggest thing is, is it's to, uh, the enemy of a great customer experiences, inconsistency and employee roulette and employee roulette is when the level of your
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experience is depending on which employee you get.
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And we're all guilty of that.
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And, and, and you know, could take it up on that.
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could be department roulette.
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You know, I love dealing with, you know, this, but when I have to deal with the call center or I have to get moved to billing or whatever.
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And then, you know, if you're a large multi-unit company, it could be a location roulette or franchisee roulette.
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Like I like the, you know, the restaurants in the Cleveland area, but when I go to Columbus, you know, that's because it's a different franchisee.
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I don't care, you know?
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And so this is one of the best things that helps reduce employee roulette, uh department roulette, location roulette.
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So does that mean each department, they don't have their own, never always they share with the rest of the company?
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Yeah, typically the Nevers and Always, we try to limit it to eight to 10.
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And they counter each other.
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We can get into that when we give some examples.
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But usually they're universal.
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It doesn't matter if you're working at corporate office, if you're, you and it should be what you're doing to team members, coworkers, employees, and strangers, customers,
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external and internal.
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There is some ah that uh the only other nuance we've created with clients is digital never's and always, which we can get to that because if your primary uh interaction is
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email, maybe over the phone, whatever that may look like, that has its own nuance.
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And how is a never always different than journey mapping where you have this is what happens at this stage.
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This is what we want to avoid.
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Yeah, which we refer to that as creating your signature experience.
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um never's and always, customer bill of rights means the same, is not stage specific.
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And what stage specific is, is journey mapping.
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So let's use the most basic experience that everyone has on this, whether it's going to a restaurant or going to the dentist office.
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They're almost identical stages.
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Stage one, you call and schedule the appointment.
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Stage two, you walk in and get greeted hopefully by the receptionist.
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uh three is you go back with the, you worked in a dentist's office.
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Who's taking me back to the uh end of the room?
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What would that person be called?
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Okay, hygienist, right?
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uh
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That's kind of stage three.
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Stage four is the dentist comes in and checks with the hygienist, the x-rays they took and agrees that you have no cavities, you have some cavities.
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Stage five might be next step.
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Stage six is they walk you up front, check you out, book your next appointment.
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That's a typical, almost any retail experience that takes appointments.
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um So there's certain things in a customer journey.
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think that you have to do when a client calls.
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Answer it within three rings or whatever that, uh answer it with, thank you for calling ABC Dental.
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This is Denise.
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Whom do I have the pleasure of speaking to?
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That's what, whatever you, your business designs when they walk in, greet them within five to 10 seconds.
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um Confirm that they're down for the appointment, that you have their insurance, yada, yada.
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Those are stage specific.
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What we're talking about today is a customer bill of rights, never's and always, aren't stage specific.
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They may or may not happen.
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If they do, never do it this way, always do it that way.
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So one of our examples is never, never say no.
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Okay, the always isn't always say yes.
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The always is focus on what you can do.
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And we could go a little deeper on that.
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But the point is today at work,
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whether you deal with 15 people or 25, you may not be put in a position to say no, right?
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That may not.
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Or you may be put in a position five times today, you know, of something you can't say yes to.
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So it may or may not apply today, but when it does apply, never do it this way, always do it that way.
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So some other rules: so it's not stage specific.
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Um, you want three words or less, like, you don't want sentences here.
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Never say no, you know, never is always implied.
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You know, no, never point.
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Um, the third one is so, so, so it's not stage specific.
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It's three words or less.
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And the third one is remove personal interpretations.
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And, and what I mean is, you know, don't say always be professional, never be unprofessional.
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What does that mean?
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And that's so ambiguous.
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Um,
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If you wanted something like, we always return clients, voicemails and emails promptly, right?
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That, you your promptly could be two hours, mine could be two days and the newest employee could be two weeks.
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That's left for personal interpretation.
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So if you're going to have something like that, you would want a definitive, always return clients, voicemails and emails same day, 24 business hours, whatever you land on, but now,
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There's no ambiguity where you have your definition of promptly and I have mine.
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So that's removing personal interpretation.
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Can you give some other examples of never-
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yeah, yeah, so, you know, some obvious ones, but people tend to think they don't apply to them is never point, always show.
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So when we think of never point, we think of being physically at a restaurant, a hotel, you know, when you ask someone where the conference room is, where's the restroom, where's
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the stairs, elevator.
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Yeah, don't point, show.
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But we could be guilty of pointing over the phone in an email.
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uh
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you know, you can get that off our website.
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That's pointing versus let me send you the link to that.
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Or, you know, I don't handle that.
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Denise does, but Denise is out of the office, you know, until Monday.
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Maybe you want to try to call her on Monday.
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I'm sure she can help you with that.
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That's pointing versus let me see if I can get that for you.
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If I can't, can it wait till Monday?
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I will make sure Denise calls you first thing.
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So those are some examples of that.
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No problem is a big one that is overused.
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No problem is a big problem for two reasons.
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It's two negative words.
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We shouldn't be using any negative words.
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But also, um when you ask me of something and you ask me for more water, whatever you're asking me, I say no problem.
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That means it's not inconvenient to me.
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And when we're
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serving someone, it's not about my convenience, it's about yours.
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So my pleasure, certainly, absolutely, I'd be happy to, or you're welcome.
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And the Ritz-Carlton and Chick-fil-A will both admit that they made a mistake 30 years ago only giving their employees one option, my pleasure, because the 15th time or the 20th
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time that day, that hour, it didn't sound like my pleasure anymore.
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So you want to give them five or six.
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more professional options than my no problem.
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The two of my biggest ones, and they're all big, uh and we have a list of probably 20, which you don't wanna use all 20, um is oversharing and forgetting you're on stage.
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So.
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give an example of what oversharing looks like?
20:48
yeah, yeah.
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So oversharing is, and we overshare for multiple reasons.
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One, we just overshare.
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Like you didn't need to know, like if we would have got on.
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So I'll give you an example.
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I went to get a massage at my own salon years ago.
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And you know, I'm so excited.
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What's better than a massage?
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A 90 minute massage this is gonna be having.
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you know, no, there wasn't.
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airplanes taking off or it wasn't too loud.
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But when the massage therapist came out, I said, I can't remember her name.
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She doesn't work for us anymore.
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ah But yeah, I said, you know, hi, Denise, how are you?
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She's like, I have the worst migraine.
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And it's like, really?
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Like, and I know she didn't tell me that because I was her boss.
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I guarantee she said everyone.
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And that's oversharing.
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Like now I know now I'm convinced I'm getting a
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60, 70 % massage, right?
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Maybe she's a trooper, maybe she's, but I'm convinced.
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And don't say it, stay home.
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oh But I didn't need to know that.
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But also in business, I think we tend to overshare because I want you, my customer, to know it wasn't my fault.
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I come up to get you for your three o'clock appointment, it's 315, 320, and...
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You know, I've been waiting here, John, for 20 minutes.
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I'm sorry, they didn't tell me you were here.
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We've had a lot of turnover at the front desk and there's just, you know, I'm sorry, it's been happening a lot lately.
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Again, you didn't need to know that.
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You didn't need to know about our dysfunctionality.
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um If we have to take someone out back and beat them, that's our business, but just make it right.
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I apologize, Denise.
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I, you know, I'm going to give you the full hour appointment, whatever it is.
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um But you didn't need to know about, you know, what's going on behind the scenes.
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And there's so many examples to every one of these.
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And the real key is to, you know, land them in your parking lot and your employees' parking lots, meaning, all right, you may work front of the house, you may work back at
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us, you may work on the phones, you may be out face to face.
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You know, whatever that looks like, you may go to the client's location, they may come to us.
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you have to give examples so it applies because this is getting ahead of ourselves.
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when I hear, never overshare, I'm like, yeah, Denise does that all the time.
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I don't do it, but I've heard Denise do it.
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But then when you give those specific examples, I'm like, I have been guilty of that.
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Like, shame on me.
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And the other one that I think is really common is forgetting you're on stage.
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you know, be Snow White, right?
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And, you know, people pay a lot of money to see Snow White.
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um They don't wanna know that, you know, they don't wanna see her, you know, smoking a cigarette or on break or chewing tobacco or complaining about her boyfriend, right?
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And that would be forgetting you're on stage.
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So, but the boundaries of on stages, I think we forget.
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So let's go back to checking in for a doctor's appointment.
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You check me in, the receptionist check me in.
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Well, a lot of times we think we're on stage when we're interacting with a customer, but now I go sit down and have to wait five, 10 minutes until the hygienist comes and gets me.
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Well, I can still see and hear the receptionist and they may be talking about the last patient that walked out, which was, you know, a Karen.
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Um, you know, they may be pulling out the Doritos.
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They may be talking about that.
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You know, the doctor is in a crappy mood this week and didn't give them, you know, the next Tuesday off.
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All those things are on stage.
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And unfortunately, I have so many, too many examples of our own businesses, but I even had one that hit me that I got criticized in a evaluation of speaking, right?
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So I'm literally on stage when I'm speaking in front of a large audience.
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Okay, that's, I understand that.
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uh So now there's a break and everyone gets a 20 minute break and we're coming back and maybe we're going to breakouts or whatever the thing is.
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So, you know, I grabbed my cell phone and I just beeline to the bathroom and I am looking at what I missed in Slack and my kids' texts and emails and maybe the score of the
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Cleveland Guardians game.
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And I'm just walking down, my head down and beelining.
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But five minutes ago, was talking about another Never and Always, beat to greet.
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No one should say hi to you first.
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15 five, you come at 15 feet of anyone, you smile and nod.
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You come within five feet, you say something, right?
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I just didn't do that.
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And so someone wrote, you know, they did it nicer than this, but their message was, you're being a little hypocrite, hypocrite, you know, and I forgot that.
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I'm still on stage when I'm off stage.
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If they can still see me, and a lot of people thankfully liked what I had to say and, there's he is.
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And I want to tell them I liked her.
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I want to tell them a story about, you know, and I'm just head down scrolling through my phone, you know, going to the bathroom.
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you know, so it was a painful necessary lesson.
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And there's a lot examples of, you know,
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for getting you on stage, even over sharing it on stage, I've had this happen where I'm literally on stage and all of a sudden the screen goes dark.
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My slides aren't up there anymore.
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And I, hey guys, what's going on here?
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Like they, no, they're panicked.
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They're working on it.
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They didn't need me to call them out.
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And.
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I've done this presentation, you know, a thousand times.
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I know what the next slide is.
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So, you know, Hey, that AV team, you know, is great.
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You know, they're working on it and just keep on going.
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And it's never lasted more than 10, 20 seconds, which when you're on stage and you give it feels like 10, 20 minutes, but you know, if it's happened, you know, six times in my
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career, the first four, would.
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call them out and act like they didn't.
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Hey guys, guys, where's my slide?
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And it's stupid.
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It's showing frustration publicly and oversharing.
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Just keep on going.
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Make it part, oh, that's part of the show.
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I don't have a slide here because I wanna really you to focus on what I'm saying here.
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And it's never been, like I said, more than 20 or 30 seconds till they, someone hit the cord or whatever.
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So that's our example.
27:59
Yeah, they're already panicking.
28:00
They don't need you to.
28:02
Yeah.
28:03
Yeah.
28:04
uh One of my favorites, which I don't think you mentioned is the I don't know.
28:10
Yeah.
28:11
Never say I don't know.
28:13
Well, I'm okay with never only say I don't know.
28:18
I like the transparency there.
28:20
I don't want you to pretend you know how to do heart surgery or whatever it is.
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I don't know how to wield a scalpel.
28:27
Yes, yes.
28:29
Yeah, never only say, don't know, let me find out.
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Right?
28:34
Versus if you don't, I have no idea.
28:37
You could check at the front desk.
28:39
Well, now you're pointing again.
28:42
Versus let me go check for you.
28:44
Let me see if we have an opening for a manicure or if we can get, John can bring books to the keynote for you or whatever that may be.
28:56
So a of these sound like common sense.
28:59
So is it really necessary for a company to write these out?
29:05
I believe so.
29:06
I've never had a client that thought, you know, they didn't need them.
29:09
I mean, again, these are probably our clients' favorite thing to do because they're easy, easy to understand, easy to execute if they're top of mind.
29:24
And if you teach your employee why that's unprofessional, most employees wouldn't think no problem is unprofessional.
29:32
Most employees probably wouldn't, you know.
29:34
realize that's oversharing or whatever these things are.
29:40
So you're raising their service aptitude.
29:44
But also when you think about it and you look at the examples that we give and the potential examples is, God, that never column happens way too much here.
29:56
And it always doesn't happen enough.
29:58
And then you think about yourself as a customer.
30:01
I'm sure the three or four or five we just went through,
30:04
You know, it sparked someone's mind that just happened to me as a customer.
30:10
So, you know, you got to be brilliant at the basics.
30:13
And if this is all you do, you will move the needle significantly.
30:18
If you're able to say, John, Denise, anyone in three months after we've trained our employees on this and tested them, you can come to any location, deal with any employee,
30:27
call any time.
30:29
And we would never do this.
30:31
We'd always do this.
30:32
that's really moving the needle.
30:36
Basics, I think you're right.
30:37
uh When you look at Chick-fil-A, people remember, even if it is repetitive, they remember that my pleasure, that nothing's ever a problem there.
30:48
It's their pleasure to serve you.
30:50
Right, and they get 19 year olds to do that.
30:54
So how do you roll this out so that 19 year olds will do this?
30:58
So the only negative about this is its simplicity and that it feels common sense.
31:08
And so early on the mistakes we have found our clients were doing was they create their list.
31:16
And for some reason, people don't realize that, uh you know, they think they have to create a brand new list and can't use the ones we share.
31:27
Well, ours are all from other clients.
31:30
you know, I didn't create, I don't know if I created any of these, right?
31:37
It was from studying.
31:38
So reuse them.
31:40
You don't have to go, there's not enough that you can think of.
31:43
I'm sure there's some that we don't use that you can use, but reuse them.
31:50
They work for everyone.
31:52
But what our clients...
31:55
20 years ago, 25 years ago before we realized to coach them not to do this is they create their list.
32:04
I'm showing a credo card with our list, eight to 10, no more than eight to 10.
32:11
So we have 10.
32:12
with the listeners.
32:13
Can I put that in the show notes for those who can't see it?
32:16
I mean, for those that aren't watching on video, they'll be in the show notes.
32:21
And so while there's 20, 30 you can come up with, I always say eight to 10 at the max, because you're gonna have a better chance retaining those eight to 10 than 30.
32:34
And also, if you have them independent, so where they correlate is never point, always show.
32:45
Never say no, always focus on what you can do.
32:47
Those correlate.
32:49
Some people have had,
32:51
never do this and the always doesn't correlate.
32:54
It's just an independent always.
32:56
Well, now you technically have 20.
33:00
And I need to understand if you don't want me to do this, what's the way you want me to do it?
33:06
So I always say, you know, have them correlate.
33:08
So you only have 10 that I have to remember.
33:11
But what people have done in the past is they create their lists, they create their posters, they create their credo cards.
33:19
put them on, um KeyBank puts them on their mouse pads, however you advertise them.
33:28
but they don't give context.
33:34
Can you still hear me?
33:52
Sorry, I just wanted to mute myself.
33:53
The landscapers are here and it's really loud.
33:55
Okay, I could have kept on talking.
34:00
Yeah, think it's yeah, because I think it will mute whatever.
34:05
Go ahead.
34:06
yourself while I'm talking, but so they create their posters, you know, all their marketing that they're going to uh train their employees on, but they don't give context
34:18
like I did.
34:19
Right.
34:19
And I gave general context because I didn't know what business we're talking about, but, know, never overshare.
34:26
Explain how people can be guilty of oversharing in your team and at different departments.
34:33
over the phone, face to face, at their property, forgetting you're on stage, all those, the ways we could say no, and that's hard at first, uh focus on what you can do.
34:49
What do you mean?
34:50
Like if she wants an appointment now and we're totally booked, you just say, Denise, while we're fully committed right now, what we do have is...
35:01
later today at three o'clock tomorrow at noon, or, and I could put you on the waiting list and you know, a good portion of the time, you know, we get cancellations.
35:10
It may not be what you wanted.
35:13
Initially you wanted to, you know, get your, your appointment right now as you walked in.
35:17
Um, but that you got to teach people.
35:20
So really give him context of how it applies to them.
35:23
Cause again, when you don't give me the context, I immediately think, well, I don't do that.
35:28
I'm never guilty of that.
35:29
I would have bet you, you know,
35:31
$100, I never forget I'm on stage.
35:36
then, know, boom, then I started thinking of more ways I forget I'm on stage.
35:42
ah You know, so it really helps spin that and how it applies.
35:51
Is that all you have for rolling it out?
35:54
Okay.
35:55
yeah.
35:55
Roll it out.
35:56
uh Certify.
35:57
I'm sorry.
35:58
I forgot the initial question.
35:59
Certify um and then, you know, you know, do games match, uh you know, Advanced Financial had um what's the game you call when you you have cards and you turn them over and you
36:12
have an ace and you turn another one memory.
36:15
Yeah.
36:16
So Advanced Financial has a game like that.
36:19
You turn over, you know, never say no.
36:21
And so
36:22
You turn over this and it says, own it.
36:25
All right, that's not the match, but you got to remember where those were.
36:29
So you're trying to find, so things like that.
36:33
Ask your employees in a pre-shift tunnel, hey, Denise, if the never is never show frustration, what's the always?
36:41
And hopefully Denise knows that.
36:43
And then Denise, you have an example of maybe where you caught yourself almost or doing it or it happened to you.
36:52
And that's a quick 30 second, but it's enlightening everyone top of mind awareness of don't go out and show frustration.
36:59
So the other example of that is, I never show frustration.
37:02
Really?
37:03
Well, we could tell when you're running late because of the way you walk through the building, or we could tell when you just had a, you know, a not so great call, you know,
37:12
cause the way you come out and you punish, you know, your 10 30 for what happened with your nine 30 or
37:20
know, John's in a bad mood because he walked in the office today and, you know, they didn't greet anyone, right?
37:27
You know, we forget that that's on stage and showing frustration.
37:33
Be a duck, right?
37:35
Glide, glide across the water.
37:37
No one sees or knows it's, you know, patting Lake Hell underneath.
37:41
That's another favorite of people's.
37:44
um Are there, you mentioned a couple mistakes that people make when rolling them out.
37:49
Do you have anything else that people should avoid?
37:52
Yeah, that's a big, doing too many, more than 10.
37:58
And, know, shockingly, but some people, know, some of our clients had to have things like never swear at the customer.
38:06
That's where they were starting from, right?
38:09
And you got to start with that.
38:10
mean, as silly as it may sound, if that's never yell at the customer, you know, wherever it is.
38:17
But having too many and...
38:21
like a hiring issue.
38:23
yeah.
38:24
um But I guarantee you the leaders are swearing at them.
38:30
I think that's just the nature of their business.
38:33
Doesn't mean it's right, but never never have too many.
38:37
Have them counter, don't have them independent because then that doubles them.
38:44
And educate and give context to how they apply to each department.
38:52
so they realize.
38:53
And then a fun way to roll them out is you can have employees do this to each other is a swear jar.
39:04
You know, I work next you, hey, Denise, you just told that client no.
39:07
You're like, no, I didn't.
39:08
Yeah, didn't she?
39:09
Yeah.
39:09
So you owe a buck to the swear jar.
39:12
um And a reward for it.
39:14
Hey, Denise, that was awesome.
39:16
You didn't overshare, you didn't say no, even though she was asking for something uh way out of.
39:22
our possibilities, but man, know, that was great.
39:26
you know, whatever.
39:27
Yeah, yeah.
39:29
A lot of people with the swear jar will after, you know, accrues and it'll accrue a lot in the beginning, um but it's just helping people bust on each other in a fun way and get
39:40
them, you know, in a habit.
39:41
But that swear jar could be donated towards your charity or by the next round of drinks when you go out for happy hour.
39:48
So it's something fun.
39:50
Yeah.
39:50
do you keep this alive once it's rolled out?
39:53
Like Everything, and a podcast just dropped a key to top of mind awareness, keeping things top of mind awareness.
40:04
Did you do that title or did I?
40:06
Because that was very clever.
40:08
Oh, I thought for sure you did.
40:10
Okay, okay, all right.
40:14
I did, I did, but I don't remember doing it.
40:16
And so I thought you did it.
40:17
So a key to keeping your CX initiatives top of mind.
40:22
That's a podcast and it's about a key bank and Kevin Sloan, their vice president of commercial banks, retail banking.
40:32
uh And now that they've been doing this for five years, it's kind of the aftermath.
40:39
The first two is easy because you got it.
40:41
You're rolling out everything.
40:42
It's momentum and know, boom, boom.
40:44
It's how he keeps how they keep this top of mind awareness.
40:49
And so it's it's again, playing the games.
40:51
recertifying people, reminding people, know, hey, Denise, you know, the never is, what's the always.
40:58
Can you give me an example of how, you know, whether you've done it or how, what you have to be careful of in your job in that one person.
41:06
So you're just constantly talking about it.
41:08
So I'm going out and it's top of mind not to overshare.
41:11
It's top of mind not to point, to say no, you know, that type of stuff.
41:17
Are these included in a webinar or one of the membership workshops?
41:26
Yeah, yeah, it's the last workshop we did on live stream.
41:31
I if that was April.
41:32
um Well, yeah, so it was uh Q.
41:39
along with the customer experience action statement.
41:43
No, we haven't done that yet.
41:46
For the live stream.
41:48
It might've been Q1, ah 2025.
41:51
It was all focused on creating your non-negotiable standards.
41:57
And it was all on this.
41:59
So there's a live stream workshop that members get past and future.
42:06
So if you're not, listeners, you're not a member of the Customer Experience Revolution, there is a link in the show notes, and I'll post a link across if you're watching this on
42:19
YouTube, so that you can sign up and become a member.
42:23
Members can attend live workshops with John and our VP of Consulting, Dave Murray, and they get to work on these hands-on.
42:31
And if you've already missed,
42:33
The first one, don't worry, you can go back and play anything in the library.
42:38
You have access to all of that as a member.
42:40
uh And I'll put details about membership in the show notes as well.
42:49
You have something to share with us, John?
42:51
Well, we like to end every podcast with my personal uh vision statement, which is to live an extraordinary life so countless others do.
43:03
And I don't know if anyone sums it up better than this video I found online by Ryan HD Lombard, but what I try to say is living an extraordinary life, it's an obligation.
43:20
who live an extraordinary life, so countless others do.
43:22
Not so we have more cars, more bank accounts, more vacations.
43:28
It's the ripple effect.
43:30
And so I stumbled on this video by, his handle is Ryan HD Lombard.
43:36
And I just love this.
43:38
It's 21 seconds.
44:03
Love that.
44:05
Thoughts?
44:06
Did that make you get up and work out this morning?
44:10
I like it.
44:10
I think that's really good.
44:13
Yeah, listen, you know, for me, fitness and diet and alcohol and all that, you know, in my thirties, you know, you know, I said it was important, but it wasn't a top top priority.
44:33
And it probably wasn't until I lost my wife that it really struck me that I have three young boys that are dependent on me.
44:42
And, you know, if I don't take care of myself, you know, they could be orphaned or, or just as bad, just, you know, if I eat like shit, drink too much, don't exercise, I'm going
44:56
to be a percentage of myself, which is cheating them.
45:00
It's cheating my employees, cheating my clients.
45:03
And so, you know, that was a silver lining that I've, you know, really become obsessed with.
45:11
taking care of myself so I'm here longer and the quality is there.
45:19
I love that.
45:21
Is it Carl Jung who said, are not what we say we'll do, we are what we do.
45:32
Habits.
45:33
Everything is about habits.
45:35
Yeah, I love that quote.
45:39
Well, thank you, John, for another great episode.
45:44
Thank you, listeners.
45:46
Tune in next week when we're gonna talk about, have no idea right now.
45:54
We'll figure something out.
45:57
Thank you, listeners, for being part of the customer service revolution.
46:01
We'll see you next time.
46:03
Thanks, John.